Human Rights (Principles 1 and 2)

Human Rights (Principles 1 and 2)

9B08C001

AGCHEMCO COMPANYWilliam Russell

Teaching Note: 8B08C01

Publication Date: 10/31/2008

This case involves a personnel matter at an agricultural

chemical industry mining complex. A middle-level

supervisor has been accused of gender-based and other

discrimination. The complaint has come primarily from

one employee who works under that supervisor's

direction, but is supported at least in part by the

testimony of other employees. The evidence is typical of

the sorts of evidence that usually attend human resource

disputes. Company policy manuals bear on the propriety

of the mill coordinator's conduct apart from the issue of

discrimination. Ultimately, an appellate process is also

integrated into the procedural tools. This case considers

the process by which the employment discrimination

complaint is investigated, considered and resolved,

including the weighing and evaluation of information

gathered from those in the workplace. Various practical,

legal and ethical issues typical to such cases are

apparent.

Discipline: Human Resource Management

Issues: Perception; Work-Force Management; Risk

Management; Morale; Mining; Ethical Issues; Employee

Grievances

Setting: United States, Large, 2000

Difficulty: 4 - Undergraduate/MBA

Length: 14 pages

9B08C005

SUBTLE BIASES AND COVERT PREJUDICE IN

THE WORKPLACEJoerg Dietz; Leah Hamilton


Subtle biases and covert prejudice affect interactions in

the workplace. Subtle biases are automatically activated

associations or stereotypes that relate groups (e.g. men

and women) with attributes or characteristics (e.g. career

or household), often outside of our awareness. Covert

prejudice refers to concealed negative opinions about

members of other groups. Managers and business

leaders can benefit both from understanding how subtle

biases and covert prejudices can translate into

discriminatory behaviors and from learning to manage in

a way that avoids such biases and prejudices. The note

has four sections, each of which can be read individually:

Managerial Relevance, Subtle Biases, Covert Prejudice,

and Managing to Avoid Subtle Biases and Covert

Prejudice.


Issues: Personnel Management; Discrimination

Setting: 2008


Length: 21 pages

9B07M063

RWANDA & DAVID CECHETTOFrederick Keenan

Teaching Note: 8B07M63


Dr. David Cechetto, a University of Western Ontario

(UWO) medical professor, left Rwanda after a distressing

week. Having seen first-hand the impact of the 1994

genocide and the HIV/AIDS pandemic, Cechetto

committed himself to accept the request from UWO and

the Rector of the National University of Rwanda to direct

a project to help rebuild Rwanda’s health sector. As he

was flying back to London, Ontario, he began to prepare

a proposal for funding to be submitted within six months.

His first decision was who his Rwandan partner or

partners should be in this project.

Discipline: General Management; International

Issues: International Management; Sustainable

Development; Partnership; Health

Industry: Health Services

Setting: Africa, 2000


Length: 9 pages

9B07C020

BC METAL (A)James A. Erskine; Aaron Anticic



Revised: 10/19/2007

The president of a metal products manufacturer and

distributor is informed that the company controller is

having an affair with another employee who is married to

the general manager of production. The president is in

the process of selling the company and wonders what

affect the affair, if true, will have. Three short

supplementary cases are also available: 9B07C021,

9B07C022 and 9B07C023.


Issues: Ethical Issues; Office Extramarital Affairs;

Sexual Harassment; Employee Relations

Report prepared on: 25/11/2008 1


Industry: Fabricated Metal Products

Setting: Canada, Small, 2007


Length: 5 pages

9B07C003

KILLER COKE: THE CAMPAIGN AGAINST

COCA-COLAHenry W. Lane; David T.A. Wesley



Revised: 11/12/2007

The CEO of Coca-Cola is faced with increasing criticism

over the company's handling of alleged human rights

abuses in Colombia. A grass roots protest movement

known as "The Campaign to Stop Killer Coke" has built

international support for a boycott of Coca-Cola products

on college campuses. The campaign centers specifically

on the intimidation and murder of union leaders at a

specific Coca-Cola bottling plant in Colombia. Coca-Cola

asserted that it was not responsible for such abuses.

Rather, the violence at the Coca-Cola plant was the

product of a political situation that was beyond the

company's control. The company further argued that it

was in compliance with local labor laws, and had been

dismissed as the defendant in lawsuits filed in Colombia

and U.S. courts. At the time of the case, Coca-Cola is

faced with anti-Coke campaigns at more than 100

college campuses worldwide and official boycotts of its

products at a number of large well-known campuses in

the United States. In response, the company has

undertaken an audit of its bottling plants in Colombia. It

also launched a public relations campaign aimed at

refuting accusations of human rights violations. The case

can be used to discuss corporate ethics,

extraterritoriality, marketing and public relations.

Discipline: Human Resource Management; International

Issues: Emerging Markets; Supplier Selection; Trade

Unions; Ethical Issues

Industry: Food and Kindred Products

Setting: Colombia;United States, Large, 2006


Length: 23 pages

9B06M032

LAUREL UPHOLSTERYMichael Sider; Ken Mark


Revised: 1/30/2006

A senior manager at Laurel Upholstery learns from an

unexpected meeting with a former senior manager at the

firm's Montreal factory that only managers of a certain

origin - regardless of seniority or performance - were

being promoted into top management positions.

Although the former manager alleged he had no interest

in pursuing the matter, he was frustrated enough to leave

the firm, and indicated the matter seemed serious

enough to warrant further investigation.

Discipline: General Management

Issues: Human Resources Management; Leadership;

Communications; Discrimination

Industry: Textile Mill Products



Length: 5 pages

9B06M021

ROYAL DUTCH SHELL IN NIGERIA:

OPERATING IN A FRAGILE STATEIsaiah A. Litvak



Stuck in a quagmire of violence and political issues in

Nigeria, Royal Dutch Shell's challenge was to establish

socially responsible business practices to enable the

company to sustain and expand its operations in Nigeria

and the Niger Delta in particular. A conflict resolution and

public policy consultant was brought in to develop some

constructive ideas on how best to address the problems

Royal Dutch Shell faced in Nigeria. This case is intended

to introduce students to some of the complex issues

faced by multinational corporations in developing

countries.


Issues: Corporate Governance; Conflict Resolution;

Pressure Groups; Corporate Responsibility

Industry: Oil & Gas Extraction

Setting: Nigeria, Large, 2005


Length: 22 pages

9B06M013

CHINA MINMETALS CORPORATION AND

NORANDA INC.Isaiah A. Litvak



Revised: 1/20/2006

The proposed takeover of Noranda Inc. (one of the

biggest mineral players in the world) by the Chinese

state owned enterprise, China Minmetals Corporation,

was cause for Canadian government concern as it

required some understanding about the workings and

objectives of state owned enterprises. There was

particular concern around the labour issues and human

rights violations in China, and the possible impact of

these on the proposed takeover. Equally important,

Canada ran the substantial risk of sending the wrong

message to the People's Republic of China if it was to

block such a takeover, and in some respects, to be seen

as shutting its doors to one of the world's largest and

most powerful emerging economies.


Issues: Politics; Government and Business; Ethical

Issues; Business and Society

Industry: Metal Mining

Setting: Canada/China, Large, 2004


Length: 19 pagesReport prepared on: 25/11/2008 2


Length: 19 pages

9B05C032

AN INDISCREET CONVERSATION ON HIRINGAlison Konrad; Ken Mark



A group of four friends, all married men and in their late

20s, meet for coffee in a major city. One of the men has

received a job application from a young woman he

considers to be a stellar candidate for his job opening.

The discussion turns into a debate about the feasibility of

hiring young women for professional and managerial

positions, given that they become pregnant and go on

maternity leave.


Issues: Women in Management; Human Resources

Management; Discrimination

Setting: Canada, 2005


Length: 4 pages

9B05C017

MARIE BOHM AND THE ASPECT GROUPAlison Konrad


Supplemental Material: 7B05C017


The Aspect Group is a small entrepreneurial marketing

company that focuses on brand management. Having

worked in the industry for a number of years both as

permanent employee and freelancer, Marie Bohm

founded the Aspect Group with a goal of developing a

humane work environment with work-life flexibility. To

grow the business, she is faced with two choices: she

could partner with a small local firm or link with a

high-profile firm in Toronto. The latter would provide

greater visibility and credibility but she is concerned that

the demands could alter the work-life flexibility qualities

she valued. A video is available, product # 7B05C017.

Discipline: Entrepreneurship; Human Resource

Management

Issues: Strategic Alliances; Family-Work Interaction;

Women in Management; Human Resources

Management

Industry: Business Services



Length: 13 pages

9B04C037

REBECCA COLLIERJohn S. Haywood-Farmer; Jennifer Lewis



Revised: 9/3/2005

An undergraduate commerce student has just completed

a group strategy project and is wondering what to do.

She believed the group had done a good job but was

disturbed by many things that had happened between

her and her teammates during the project. She was

unsure what she and her teammates could have done to

stop the situation from escalating as far as it had and

what action she should take now to let her teammates

know how she felt and to prevent similar instances from

occurring in the future.


Issues: Interpersonal Relations; Group Behaviour;

Ethical Issues; Sexual Harassment

Setting: Canada


Length: 6 pages

9B04C045

NEXTECH INC. (B)James C. Rush; Gerard Seijts; Eileen D.J. Watson

Teaching Note:


Four women managers talk about some of their

experiences at NexTech, focusing on their working

relationships, past and present, with various male

managers. This is a supplement to NexTech Inc. (A),

product 9B04C041.


Issues: Employment Equity; Women in Management;

Promotion Policy; Human Resources Management

Industry: Communications Industry

Setting: Canada, Large


Length: 7 pages

9B04C041

NEXTECH INC. (A)James C. Rush; Eileen D.J. Watson

Teaching Note:


Revised: 10/13/2004

A manager must decide among seven candidates to

recommend for a management promotion. The company

has developed a new focus on equal opportunity for its

female employees, so the manager is struggling with the

decision of which to choose from five male and two

female candidates, particularly in light of some company

statistics that indicated women were not proportionally

represented in management.


Issues: Women; Promotion Policy; Employee Selection;

Human Resources Management




Setting: Canada, Large, 1997


Length: 21 pages

9B04C008

TELECOMJames A. Erskine; Michael Sartor



In less than six months, a telecommunications company

has faced two incidents of alleged violations of the

Canadian Human Rights Act. The general manager

spent considerable time interviewing employees about

the first incident. He then reported his findings, and the

Canadian Human Rights Commission confirmed that no

discrimination had occurred. Just a few months later, an

employee approached her supervisor, alleging sexual

harassment by a colleague. The company's general

manager must not only deal with the second incident, he

wonders whether he needs to draft a human resources

policy to outline employee rights and responsibilities

under the Canadian Human Rights Act.


Issues: Human Rights; Sexual Harassment; Human

Resources Management; Discrimination


Setting: Canada, Medium, 2003


Length: 22 pages

9B04C006

STAFFING WAL-MART STORES, INC. (A)Alison Konrad; Ken Mark



Wal-Mart Stores, Inc. is a large Fortune 500 retail chain.

The distinction of being the top-ranked company comes

with intense scrutiny from the public and, especially,

critics. Wal-Mart, a company lauded for its rapid

response capability and stated commitments to gender

equality is shown to be deficient in some glaring areas -

the percentage of women compared to men at all levels

of the company, and the compensation paid to women

versus men at all levels of the company, to cite two

examples. An executive vice-president must examine

why these inequalities exist when the company seems to

be doing everything else right. The company is the target

of several gender discrimination lawsuits and the

executive vice-president has the opportunity to obtain

information that would be useful in the current situation,

and must determine what information is needed. In the

supplement, Staffing Wal-Mart Stores, Inc. (B), product

9B04C007, the executive vice-president receives

information and must determine how to address the

situation.


Issues: Management Decisions; Pay Equity

Industry: General Merchandise Stores



Length: 10 pages

9B04C007

STAFFING WAL-MART STORES, INC. (B)Alison Konrad; Ken Mark



In this supplement to Staffing Wal-Mart Stores, Inc. (A),

product 9B04C006, the executive vide-president receives

data on gender inequalities and must determine how to

address the situation.


Issues: Management Decisions; Pay Equity; Human

Resources Management




Length: 6 pages

9B04C005

BEING DIFFERENT: EXCHANGE STUDENT

EXPERIENCESDavid T.A. Wesley; Henry W. Lane



This case is about African-American, Latin American and

Asian undergraduate, international business majors from

a Boston-area university who traveled to Spain, France

and Germany for a year-long period of study and work.

Presented are their experiences being minority students

in Europe. The experiences range from annoying stares

to aggressive propositions from men. This case can be

used with the note The Changing Face of Europe: A

Note on Immigration and Societal Attitudes, product

9B03M050 to prepare business students for overseas

study and internships.


Issues: Intercultural Relations; Human Behaviour;

Education; Discrimination

Industry: Educational Services

Setting: Spain/Germany, 2002


Length: 5 pages



9B03M050

CHANGING FACE OF EUROPE: A NOTE ON

IMMIGRATION AND SOCIETAL ATTITUDESHenry W. Lane; David T.A. Wesley


This note discusses the impact of immigration on

attitudes and government policy in Western Europe's

three largest countries, Spain, France and Germany. It

also examines how the histories and political structures

of these countries have influenced immigration policy

and the integration of immigrant populations. Finally, it

predicts the impact that immigration policy will have on

employment and productivity in what some observers

have dubbed "Fortress Europe."


Issues: International Law; Globalization; Unemployment;

Intercultural Relations

Industry: National Security & Internat. Affairs

Setting: Germany/Spain/France, 2002


Length: 19 pages

9B03C041

SEXUAL HARASSMENT IN THE WORKPLACE:

DEFINITIONS, CASES AND POLICYLyn Purdy; Anjali Coelho


Revised: 4/29/2004

This note provides background information on sexual

harassment in the workplace. Discussed are what

constitutes sexual harassment, the rights of employees

under the Human Rights Code, corporate liability in such

circumstances, and typical remedies to sexual

harassment complaints. In addition, suggestions for

designing a sexual harassment policy are presented

along with an example of one corporate policy. Finally, a

number of significant sexual harassment cases from

Canada and their outcome are presented.


Issues: Sexual Harassment; Discrimination



Length: 12 pages

9B03M028

TALISMAN ENERGY INC.Lawrence G. Tapp; Gail Robertson



Revised: 12/13/2004

Talisman Energy is the largest Canadian oil and gas

producer, with main business activities in exploration,

development, production and marketing of crude oil,

natural gas and natural gas liquid. At a special board of

directors meeting, the management and board of

Talisman conducted a review of the Sudan operations to

assess its fit within the current business portfolio. After

years of direct and often angry criticism by human rights

groups and the fact that the United States government

was threatening to restrict firms operating in Sudan from

listing their securities on American markets, the board

was considering its options in the region. The Sudan

project had good economic value for Talisman with good

future prospects and production possibilities.

Additionally, the company had gone to considerable

lengths to develop and implement socially responsible

policies and programs in Sudan. Senior management

believed that they had contributed to an increased quality

of life for the people of Sudan. Despite this, activist

groups had continued to attack Talisman for their role in

Sudan. The continued pressure from activists and

governments were believed to be responsible for a

steady decrease in share price. The issue before the

board in conducting this review was to question whether

continuing operations in Sudan was compatible with

Talisman's mandate to operate in the best interests of

the company and its shareholders.


Issues: International Management; Corporate

Governance; Ethical Issues; Board of Directors


Setting: Canada/Africa, Large, 2001


Length: 37 pages

9B03C011

JULIE DEMPSTER (A)Christine Pearson; Russ M. Knight



A black Canadian woman is hired as vice-president of

marketing and brand positioning for an

Amsterdam-based computer software company. Shortly

after joining the firm she encounters a number of

cross-cultural and equality issues. She must decide

whether or not to renew her contract with the company.

The supplement case, Julie Dempster (B), product

9B03C012 outlines her decision.


Issues: Cultural Customs; Management in a Global

Environment; Personal Development; Corporate Culture

Industry: Miscellaneous Services

Setting: Netherlands, Small, 2002


Length: 7 pages



9B03C012

JULIE DEMPSTER (B)Christine Pearson; Russ M. Knight



This is a supplement to Julie Dempster (A), product

9B03C011. A newly hired vice-president of brand

positioning must decide whether to renew her contract

after experiencing cross-cultural and equality issues.







Length: 1 pages

9B02C064

OMEGA AIR CHARTERS: TROUBLE IN

AZERBAIJANGerard Seijts; Simon Taggar; Ken Mark



Revised: 2/14/2003

Omega Air Charters is an air transportation company that

provides service to the global mining industry. The

company has negotiated a contract with a group of

European mining companies that requires Omega Air to

provide air service in Azerbaijan - once part of the former

Soviet Union. Based on the agreement made with the

country, the company must staff the operation with

Azerbaijan pilots and engineers who resent a western

corporation operating western aircraft in their country.

The executive vice-president must resolve this issue and

gain the trust of the pilots and engineers if this project is

to succeed.

Discipline: Entrepreneurship; Human Resource

Management; International

Issues: Cross Cultural Management; Management

Behaviour; Women in Management; Career

Development

Industry: Air Transportation

Setting: Azerbaijan, Medium, 2002


Length: 9 pages

9B02C053

AMERICAN CAR: SALARIED HEADCOUNT

REDUCTIONDavid Loree; Ken Mark



The head of salaried personnel at a large automotive

manufacturer is faced with the unenviable task of

implementing head count reductions. Several options are

available including voluntary leave of absence, contract

position reductions and early retirement packages. She

must decide the best method to carry out the reductions

and how to keep the targeted reductions fair to all

employees at the company. Supplemental case Janet

Michaels at American Car, product 9B02C054 discusses

her decision.


Issues: Human Resources Management; Employee

Termination

Industry: Transportation Equipment



Length: 13 pages

9B02C054

JANET MICHAELS AT AMERICAN CARDavid Loree; Ken Mark



As part of a corporate restructuring plan, the head of

salaried personnel at American Car must reduce salaried

personnel by 560 people. She is force to use age and

seniority as the only two criteria for employee reductions.

This supplement to American Car: Salaried Headcount

Reduction, product 9B02C053, allows class discussion

around appropriate employee evaluation methods.


Issues: Employee Termination; Human Resources

Management




Length: 2 pages

9B02C007

MOST LIKELY TO SLEEP WITH HER

BOSS...AND THE WINNER IS...GAIL WILSON (A)Gerard Seijts



A first year business student has recently received an

award from her classmates, one that was intended as a

joke, but that had left her feeling embarrassed and

angry. Two of her male classmates had created a series

of year-end awards to be handed out in fun. She was the

recipient of the "Most Likely to Sleep With Her Boss

Award." When these awards were given out in a class

setting, the student felt uncomfortable and embarrassed,

but had gone along with it to be a good sport. When she

heard that these same "joke" awards were to be given

out at the year-end banquet in front of faculty members



and the entire student body of the school, she asked one

of the creator/presenters to leave her out of the "fun" this

time around. To her horror, her classmate did not honor

her request, and she was humiliated in front of her

teachers and peers in a very public forum. Supplement

cases, products 9B02C008, 9B02C009 and 9B02C010

provide detail of the events leading up to the award

presentation and its aftermath. The fourth supplement,

product 9B02C011, describes the perpetrators'

viewpoint.


Issues: Classroom Management; Interpersonal Skills;

Sexual Harassment; Management Behaviour




Length: 5 pages

9B02C008


BOSS...AND THE WINNER IS...GAIL WILSON (B)Gerard Seijts



A first-year business student is excited about the

school's year-end banquet and is confident of her

chances of receiving a prestigious award that she has

been nominated for. She has recently received another

award from her classmates - a joke award that left her

feeling embarrassed and angry. When she finds out that

this joke award would also be presented at the year-end

banquet, she asks the creator/presenter of this award to

leave her out. At the banquet, the joke award is handed

out to the student in front of faculty and guests.

Supplement to "Most Likely to Sleep With Her Boss...and

the Winner Is...Gail Wilson" (A), product 9B02C007.







Length: 3 pages

9B02C009


BOSS...AND THE WINNER IS...GAIL WILSON (C)Gerard Seijts



This supplement to "Most Likely to Sleep With Her

Boss...and the Winner Is...Gail Wilson" (A), product

9B02C007, outlines the concerns the faculty instructors

have following the events at the year-end banquet where

an unwanted and unwelcome joke award was presented

to a female student.







Length: 1 pages

9B02C010


BOSS...AND THE WINNER IS...GAIL WILSON (D)Gerard Seijts



The third supplement to "Most Likely to Sleep With Her

Boss...and the Winner Is...Gail Wilson (A), product

9B02C007, discusses the disciplinary actions taken by

the school toward the perpetrators of the joke awards.







Length: 1 pages

9B02C011


BOSS...AND THE WINNER IS...GAIL WILSON (E)Gerard Seijts



Revised: 4/8/2003

This supplement to "Most Likely to Sleep With Her

Boss...and the Winner Is...Gail Wilson (A), product

9B02C011, describes the perpetrator's viewpoint of the

events that happened at the year-end banquet.







Length: 3 pages

9B02C004

STAMFORD MACHINE CORPORATION:

ALLEGATIONS OF RACISMChristina A. Cavanagh; Ken Mark



Stamford Machine Corporation is a market leader in the

manufacturing of photocopiers and office equipment. The

director of corporate business ethics and compliance has

been notified that the company is being served with a

discrimination lawsuit. A newspaper announcement was

released to the public outlining details of the charges and

before the director could leave his office, he receives a

call from a journalist asking for the company's

comments. He must determine if there has been a

breach in the company's policy on discrimination and

plan how the company will deal with the media.


Issues: Relationship Management; Communications

Industry: Electric & Electronic Equipment Supplies

Setting: United States, Medium, 2001


Length: 3 pagesReport prepared on: 25/11/2008 7


Length: 3 pages

9B01C027

CTV NEWSNET (B)Christina A. Cavanagh; Christine Russell



After showing the wrong take of a CTV broadcast, one

filled with ethnic, gender and social slurs intended to

amuse studio technicians, the broadcaster decided to fire

the on-air personality who had been caught making the

remarks. With her reputation and future uncertain, the

on-air personality must devise a personal strategy for

how to handle herself in the ensuing media spotlight.

This a supplement to CTV Newsnet (A) (product

9B00C027). A second supplement, CTVNewsnet (C)

(product 9B01C028) discusses the aftermath of the

firing.


Issues: Management Style; Communications; Women;

Wrongful Dismissal

Industry: Motion Pictures - TV, Radio & Video



Length: 4 pages

9B01C028

CTV NEWSNET (C)Christina A. Cavanagh; Christine Russell



After showing the wrong version of a broadcast, the

broadcaster fires the on-air personality who had been

caught on tape making ethnic, gender and social slurs,

intended to amuse studio technicians. In this supplement

to CTV Newsnet (A) (product 9B00C027), the aftermath

of the very public firing is discussed from both the

company and individual perspectives.


Issues: Wrongful Dismissal; Women; Management

Style; Communications

Industry: Motion Pictures - TV, Radio & Video



Length: 2 pages

9B01C026

AVOIDING DISCRIMINATION IN EMPLOYMENT

SELECTION AND RETENTION: SOME LEGAL

ISSUESLyn Purdy; Paula Puddy


This note provides background information on legal

issues in employment selection and retention. Presented

are some of the restrictions that are placed on how

employers conduct the recruitment process. The human

rights legislation that governs the entire employment

process is introduced. In addition, the issues of

reasonable and bona fide job requirements, medical

testing in pre-employment and current employment

situations are discussed. Issues that interviewers need to

be aware of to avoid discrimination during the hiring

process are also highlighted.


Issues: Job Requirements; Medical Testing; Interviewing

Skills; Employee Selection




Length: 10 pages

9B01C014

BARLING FINANCIAL: SEXUAL HARASSMENT

(A)Lyn Purdy; Joerg Dietz; Grace Kim



Revised: 6/18/2007

Barling Financial is a subsidiary of U.S.-based Apple

Financial and is the sixth largest asset-management

company in Canada. The assistant supervisor of client

services is confronted by a customer service

representatives who has been experiencing ongoing

sexual harassment from a co-worker. The assistant

supervisor must investigate the situation and determine

what to do next. Supplemental cases Barling Financial:

Sexual Harassment (B), product 9B01C015, Barling

Financial: Sexual Harassment (C), product 9B01C016

and Barling Financial: Sexual Harassment (D), product

9B01C017 follow the sequence of events.


Issues: Organizational Behaviour; Human Resources

Management; Management Behaviour; Sexual

Harassment

Industry: Banking



Length: 8 pages



9B01C015


(B)Lyn Purdy; Joerg Dietz; Grace Kim



Revised: 6/18/2007

The assistant supervisor of client services of a large

asset management company has been informed of

sexual harassment on her team. She interviews the two

employees involved and has to decide on what

disciplinary action to take, keeping in line with company

policy and consideration of the employees' feelings. This

is a supplement to Barling Financial: Sexual Harassment

(A), product 9B01C014. Additional supplements Barling

Financial: Sexual Harassment (C), product 9B01C016

and Barling Financial: Sexual Harassment (D), product

9B01C017 further detail the situation.


Issues: Sexual Harassment; Organizational Behaviour;

Management Behaviour; Human Resources

Management

Industry: Banking



Length: 2 pages

9B01C016


(C)Lyn Purdy; Joerg Dietz; Grace Kim



Revised: 6/18/2007

The assistant supervisor of a large asset management

company is trying to figure out why the senior

vice-president has criticized her handling of the recent

sexual harassment situation. She thought she had

resolved the issue satisfactorily following company

policy. She questioned how she was managing her team

and whether the situation could have been prevented.

This supplements the case Barling Financial: Sexual

Harassment (A) and (B), products 9B01C014 and

9B01C015. Another supplement, 9B01C017, is also

available.


Issues: Sexual Harassment; Organizational Behaviour;

Management Behaviour; Human Resources

Management

Industry: Banking



Length: 1 pages

9B01C017


(D)Lyn Purdy; Joerg Dietz; Grace Kim



Revised: 6/18/2007

This is a supplement to Barling Financial: Sexual

Harassment (A), product 9B01C014 and outlines what

happens to the employees, assistant supervisor and

company involved in a sexual harassment situation.

Other supplements are Barling Financial: Sexual

Harassment (B), product 9B01C015 and Barling

Financial: Sexual Harassment (C), product 9b01C016.


Issues: Human Resources Management; Management

Behaviour; Organizational Behaviour; Sexual

Harassment

Industry: Banking



Length: 2 pages

9B01C004

CXP PUBLISHING INC. (A)Lyn Purdy; Ken Mark



Revised: 12/9/2002

The newly promoted director of sales and marketing at

CXP, a publishing company, has just inherited an

employee conduct issue. In her previous position she

became aware that a sales representative was having

sexual relations with the company's clients, but the

company's president was dealing with the issue. In her

new role she discovers that issue still persists and this

employee now reports to her. She realizes that this was

a 'hot issue' and needed to determine the best way to

handle the situation. There was more to consider than

just dealing with the employee, there was the company's

relationship with their clients and she did not want to put

this in jeopardy.


Issues: Organizational Behaviour; Employee Training;

Ethical Issues; Career Development




Length: 4 pages



9B01C005

CXP PUBLISHING INC. (B)Lyn Purdy; Ken Mark



Revised: 12/9/2002

The director of sales and marketing at CXP Publishing

discusses with the marketing director how she is going to

handle a difficult employee conduct issue, that of a sales

representative who is sexually involved with some

customers. Her approach to resolving the situation was

going to take time, until another incident occurred, when

she realized that she would have quickly change her

plans. This is a supplement to the CXP Publishing Inc.

(A) case (product number 9B01C004).


Issues: Career Development; Organizational Behaviour;

Ethical Issues; Employee Training




Length: 2 pages

9B01C006

CXP PUBLISHING INC. (C)Lyn Purdy; Ken Mark



Revised: 12/9/2002

To resolve an employee conduct issue, an employee

engaging in sexual relations with customers, the director

of sales and marketing at a small advertising firm

coaches the employee to develop a more professional

image. Using discussion and reinforcing positive

behavior, the employee and the company both benefit.

This is supplement to the (A) case, (product number

9B01C004) and (B) case, (product number 9B01C005).


Issues: Organizational Behaviour; Ethical Issues;

Employee Training; Career Development




Length: 2 pages

9B00C027

CTV NEWSNET (A)Christina A. Cavanagh; Carol A. Tattersall



A national television station aired the wrong take of a

CTV Newsnet broadcast, one filled with ethnic, gender

and social slurs aimed to amuse the technicians in the

studio. When this segment was inadvertently aired, the

station was thrown into a crisis management situation

where every reaction required an action. The senior

vice-president of news needed to make some major

decisions quickly. He had to gauge public reaction and

the effects of the incident on the growing reputation of

CTV Newsnet and consider the vested interests of key

stakeholders such as the parent company CTV Inc. and

its major advertisers. This case explores the gravity of

communication issues and lets students try their hand at

making critical decisions, in tight time frames with

imperfect information. Supplements CTV Newsnet (B),

product number 9B01C027, discusses developing and

implementing a communication strategy and CTV

Newsnet (C), product number 9B01C028, focuses on the

aftermath of the firing.


Issues: Crisis Management; Corporate Responsibility;

Public Relations; Consumer Relations




Length: 7 pages

9A98M004

NOTE ON HUMAN RIGHTS VIOLATIONS IN

CHILEHenry W. Lane; David T.A. Wesley


Revised: 4/9/1999

In 1998, Chile remained a country divided. Despite the

revelations made by human rights investigations, 20 per

cent of Chileans were still staunch supporters of

Pinochet, and ideological extremes continued to

dominate the political landscape, even among the young.

Although many Chileans lived under a reign of terror,

many more welcomed the social and economic changes

implemented under military rule. Chilean society became

polarized because of differences in opinion regarding the

dictatorship.


Issues: Political Environment; Third World; Trade

Unions; International Business

Setting: Chile

Difficulty: 5 - MBA/Postgraduate

Length: 6 pages

9A95C006

MANITOBA BASEBALL ASSOCIATIONJames A. Erskine; Guy Constant

Teaching Note: 8A95C06


Revised: 12/13/2002

The executive director of the baseball association has

been put on the spot by the local newspaper. A player

verbally assaulted a female reporter. He has few details

of the incident but now has to deal with the furor before it

gets beyond control.


Issues: Sports; Sexual Harassment; Conflict Resolution;

Public Relations

Industry: Amusement and Recreation Services



Length: 12 pages



9A82M002

NORANDA-ANDACOLLOJ. Peter Killing; Peter Richardson

Teaching Note: 8A82M02


Revised: 1/23/2004

Noranda is preparing to develop a $400 million copper

mine in Chile. The Task Force of Canadian Churches

opposes the investment because of the lack of human

rights in Chile and has made its presence felt at

Noranda's last five annual meetings. Enough data is in

the case to analyze the investment on financial and

moral grounds. Is Noranda morally right to go ahead? To

what extent should the answer to this question govern

their decision? What is the role of business ethics in this

decision?


Issues: Personal Values; Corporate Responsibility


Setting: Canada/Chile, Large, 1980


Length: 20 pages

For more information or to order any of these or other materials, contact:

Ivey Publishing

Richard Ivey School of Business

The University of Western Ontario

London, Ontario N6A 3K7

Tel: (519) 661-3208 or (800) 649-6355

Fax: (519) 661-3882

E-mail: [email protected]

or visit our Web site at www.iveycases.com


Labour Standards (Principles 3 - 6)

9B06M085

BRITISH COLUMBIA AUTOMOBILE

ASSOCIATION: POST-STRIKE AND LOOKING

TOWARDS THE FUTURECharlene Zietsma; Ken Mark



The vice-president of human resources of the British

Columbia Automobile Association (BCAA) had just

concluded negotiating the first collective agreements for

two separate bargaining units with the association's

union, who represented about 25 per cent of BCAA's

workforce. BCAA's senior management wanted to find a

way to reconcile with its unionized employees while still

carrying on with the biggest cultural change in the

company's century-long history. They wondered how

best to proceed. The case serves as a discussion vehicle

for how companies can manage labor relations

post-strike, while attempting to implement strategic

change.

Discipline: Entrepreneurship; General Management

Issues: Small Business; Services; Competitive

Advantage; Strategy and Resources




Length: 12 pages

9B06A020

NESTLE'S NESCAFE PARTNERS' BLEND: THE

FAIRTRADE DECISION (A)Niraj Dawar; Jordan Mitchell

Teaching Note: 8B06A20


Revised: 1/9/2008

AWARD WINNING CASE - Corporate Social

Responsibility Award, 2006 European Foundation for

Management Development (EFMD) Case Writing

Competition. In early 2005, Nestle is in the midst of a

decision: whether or not the Fairtrade mark should be

applied on Partners' Blend, a new instant coffee product

to be marketed in the growing UK 'ethical' coffee

segment. Application of the Fairtrade mark on the

Partners Blend product means that Nestle must go

against its historical position of not offering minimum

guaranteed prices to coffee farmers. As part of their

deliberations, Nestle executives must consider their

coffee sourcing program at large, their corporate social

responsibility framework, Nescafe and corporate Nestle

branding, the UK market and the potential consumer

benefits or backlash that could result from releasing such

a product.

Discipline: International; Marketing

Issues: Corporate Responsibility; Brand Management;

New Products; Product Strategy


Setting: United Kingdom;Switzerland, Large, 2005


Length: 24 pages

9B06A021

NESTLE'S NESCAFE PARTNERS' BLEND: THE

FAIRTRADE DECISION (B)Niraj Dawar; Jordan Mitchell



This supplement to product # 9B06A020, Nestle's

Nescafe Partners' Blend: The Fairtrade Decision (A)

outlines the company's decision.

Discipline: International; Marketing

Issues: Brand Management; Product Strategy; New

Products; Corporate Responsibility


Setting: United Kingdom;Switzerland, Large, 2005


Length: 3 pages

9B06C005

STEERING AIR CANADA THROUGH TROUBLED

TIMESGerard Seijts; Ann C. Frost; Ken Mark



Having overseen the oftentimes acrimonious merger of

Canadian Airlines, witnessed the depression in the

airline passenger market in the wake of September 11,

2001, been negatively affected by the war in Iraq and the

SARS threat in the spring of 2003, Robert Milton, CEO of

Air Canada, had only recently reached 11th hour

settlements with Air Canada's major unions. It was these

agreements that had saved Air Canada from liquidation.

Public critics pointed fingers directly at Milton and his

actions to date as a major reason why employees and

union leaders alike were so reluctant to commit to the

economic health and viability of the airline. Victor Li,

owner of Trinity Time Investments Ltd., was poised to

buy a controlling stake in Air Canada. The proposal deal

would give him veto power over a list of 23 different

matters, including hiring the CEO. Should Li be confident

in Milton and his management team to lead Air Canada



through its next phase? Or would Air Canada be best

served if Milton were let go after having brought the

airline to this point?


Issues: Change Management; Management

Succession; Leadership; Labour Relations




Length: 29 pages

9B06M013

CHINA MINMETALS CORPORATION AND

NORANDA INC.Isaiah A. Litvak



Revised: 1/20/2006

The proposed takeover of Noranda Inc. (one of the

biggest mineral players in the world) by the Chinese

state owned enterprise, China Minmetals Corporation,

was cause for Canadian government concern as it

required some understanding about the workings and

objectives of state owned enterprises. There was

particular concern around the labour issues and human

rights violations in China, and the possible impact of

these on the proposed takeover. Equally important,

Canada ran the substantial risk of sending the wrong

message to the People's Republic of China if it was to

block such a takeover, and in some respects, to be seen

as shutting its doors to one of the world's largest and

most powerful emerging economies.


Issues: Politics; Government and Business; Ethical

Issues; Business and Society


Setting: Canada/China, Large, 2004


Length: 19 pages

9B05C032

AN INDISCREET CONVERSATION ON HIRINGAlison Konrad; Ken Mark



A group of four friends, all married men and in their late

20s, meet for coffee in a major city. One of the men has

received a job application from a young woman he

considers to be a stellar candidate for his job opening.

The discussion turns into a debate about the feasibility of

hiring young women for professional and managerial

positions, given that they become pregnant and go on

maternity leave.


Issues: Women in Management; Human Resources

Management; Discrimination



Length: 4 pages

9B05C001

NATIONAL HOCKEY LEAGUE COLLECTIVE

BARGAINING AGREEMENTMichael Sider; Jeremy Yip; Phil Ward; Steve Dempsey



Revised: 1/22/2007

The National Hockey League's collective bargaining

agreement was due to expire on September 15, 2004. As

executive director of the National Hockey League

Players' Association, it is Bob Goodenow's responsibility

to negotiate a new agreement in the players' best

interests. The NHL has demanded that a salary cap be

imposed in the next collective bargaining agreement and

has threatened a lockout by owners if the players'

association does not agree. The NHL has implemented a

successful communications strategy and gained public

support. Goodenow must decide how to proceed in order

to gain a favorable position going into the negotiations

and retain the loyalty of the fans on which the sport

depends.


Issues: Sports; Negotiation; Communications

Industry: Amusement and Recreation Services

Setting: Canada/United States, Large, 2004


Length: 8 pages

9B04D001

MARK STEVENS' DECISIONJohn S. Haywood-Farmer; Sara Mintz


A student in his final year of business and law programs

is deciding which offer to accept for an articling position.

He has received offers from four leading law firms but is

concerned with practices he has observed within each

one, and wants to explore the ethics of each firm.

Discipline: Production and Operations Management

Issues: Professional Firms; Management of

Professionals; Labour Relations; Ethical Issues

Industry: Legal Services



Length: 16 pages



9B04C041

NEXTECH INC. (A)James C. Rush; Eileen D.J. Watson

Teaching Note:


Revised: 10/13/2004

A manager must decide among seven candidates to

recommend for a management promotion. The company

has developed a new focus on equal opportunity for its

female employees, so the manager is struggling with the

decision of which to choose from five male and two

female candidates, particularly in light of some company

statistics that indicated women were not proportionally

represented in management.


Issues: Women; Promotion Policy; Employee Selection;

Human Resources Management




Length: 21 pages

9B04M033

JINJIAN GARMENT FACTORY: MOTIVATING

GO-SLOW WORKERSTieying Huang; Junping Liang; Paul W. Beamish



Jinjian Garment Factory is a large clothing manufacturer

based in Shenzhen with distribution to Hong Kong and

overseas. Although Shenzhen had become one of the

most advanced garment manufacturing centres in the

world, managers in this industry still had few effective

ways of dealing with the collective and deliberate slow

pace of work by the employees, of motivating workers,

and of resolving the problem between seasonal

production requirements and retention of skilled workers.

However, the owner and managing director of the

company must determine the reasons behind the

deliberately slow pace of the workers, the pros and cons

of the piecework system and the methods he could adopt

to motivate the workers effectively.

Discipline: Entrepreneurship; General Management;

International

Issues: Employee Attitude; Productivity; Performance

Measurement; Piece Work; Work-Force Management

Industry: Apparel and other Finished Products

Setting: China, Small, 1999


Length: 8 pages

9B04C006

STAFFING WAL-MART STORES, INC. (A)Alison Konrad; Ken Mark



Wal-Mart Stores, Inc. is a large Fortune 500 retail chain.

The distinction of being the top-ranked company comes

with intense scrutiny from the public and, especially,

critics. Wal-Mart, a company lauded for its rapid

response capability and stated commitments to gender

equality is shown to be deficient in some glaring areas -

the percentage of women compared to men at all levels

of the company, and the compensation paid to women

versus men at all levels of the company, to cite two

examples. An executive vice-president must examine

why these inequalities exist when the company seems to

be doing everything else right. The company is the target

of several gender discrimination lawsuits and the

executive vice-president has the opportunity to obtain

information that would be useful in the current situation,

and must determine what information is needed. In the

supplement, Staffing Wal-Mart Stores, Inc. (B), product

9B04C007, the executive vice-president receives

information and must determine how to address the

situation.


Issues: Management Decisions; Pay Equity




Length: 10 pages

9B03C032

LINCOLN DINER (A)Janice Foley; John Melnyk



Rachel Turner works as a cook in the largest restaurant

of the Lincoln Diner chain. There are a variety of human

resources problems in this company and the staff

association representing the employees is weak. In this

context, Rachel stands up for her co-workers, almost as

an unofficial steward. The situation culminates with

Rachel's abrupt, unsubstantiated suspension by her

difficult boss, leaving her wondering whether or not she

should file a grievance. Her decision is complicated by

the fact that she is romantically involved with the

computer operations manager at Lincoln Diner head

office, who also faces a decision as to how to react to

this development. The supplement (B), (C) and (D)

cases, product numbers 9B03C033, 9B03C034 and

9B03C035 follow the matter through two more decision

points to its resolution.


Issues: Service Operations; Supervisory Practice;

Interpersonal Relations; Employee Grievances

Industry: Eating and Drinking Places

Setting: Canada, Small


Length: 11 pages



9B03C033

LINCOLN DINER (B)Janice Foley; John Melnyk



This supplement to Lincoln Diner (A), product 9B03C032,

covers Rachel Turner's decision to grieve her

suspension and eventual dismissal by the Lincoln Diner

restaurant chain, and the complete failure of both the

company and the employees' staff association to

address her formal grievances about her treatment. As

this process is unfolding, Rachel's boyfriend continues to

work as computer operations manager in the Lincoln

Diner head office, but finds he is treated differently by his

fellow managers. The case culminates with Rachel's

deliberations about whether or not to file a complaint with

the labor board. The supplement (C) and (D) cases,

product numbers 9B03C034 and 9B03C035 follow the

matter through another decision point to its resolution.


Issues: Employee Termination; Management Behaviour;

Labour Unions; Grievance Procedure




Length: 10 pages

9B03C034

LINCOLN DINER (C)Janice Foley; John Melnyk



This supplement to Lincoln Diner (A) and (B), product

number 9B03C032 and 9B03C033, covers Rachel

Turner's decision to file a labor board complaint against

the employee association of which she is a member for

its failure to represent her properly in grievances related

to her suspension and eventual dismissal by the Lincoln

Diner restaurant chain. The labour board rules in her

favor which sends her grievances to arbitration.

However, prior to the arbitrarion hearing, the company

makes her a series of financial offers to settle and

Rachel must decide whether or not to do so. The

supplement (D) case, product number 9B03C035,

presents her decision and rationale.


Issues: Arbitration; Labour Relations; Uncertainty;

Tradeoff Analysis




Length: 4 pages

9B03D008

ENSIGN SECURITY SERVICESJohn S. Haywood-Farmer; Kristyn Eisenschmid


Revised: 4/28/2004

Ensign Security Services is one of the largest security

guard service firms in North America. From its inception

in 1989 the company has developed a long list of

customers and had a waiting list of new customers.

Because the chief executive officer and founder of the

company believed in hiring the best security guards,

treating employees fairly and had developed a strong

experience management team, the company was able to

provide high quality service at premium rates. However,

the market was changing: customers, although aware

that pricing represented the value of service, were no

longer willing to pay more; most of Ensign's competitors

were charging lower rates; and many of the smaller firms

were merging or being acquired. The chief executive

officer must decide the pricing options he has and how to

maintain or improve the company's competitive

advantage.


Issues: Environmental Change; Labour Relations;

Corporate Strategy; Corporate Culture




Length: 16 pages

9B03C016

BOMBARDIER AEROSPACEJames A. Erskine; Michael LeBoldus



Bombardier Aerospace is a division of Bombardier Inc.,

the world's third largest airframe manufacturer. The

manager of ground based training operations at the flight

training school discovers an inconsistency in the

relocation policy. Investigating the policy further, he feels

the definition of the policy is not clear and therefore not

fair to all employees. He must decide whether he should

try to change the policy, and consider the consequences.


Issues: Personnel Management; Human Resources

Management; Employment Equity; Benefits Policy




Length: 6 pages



9B03C011

JULIE DEMPSTER (A)Christine Pearson; Russ M. Knight



A black Canadian woman is hired as vice-president of

marketing and brand positioning for an

Amsterdam-based computer software company. Shortly

after joining the firm she encounters a number of

cross-cultural and equality issues. She must decide

whether or not to renew her contract with the company.

The supplement case, Julie Dempster (B), product

9B03C012 outlines her decision.







Length: 7 pages

9B03D001

METROPOLITAN MAINTENANCE: THE BELL

CANADA CONTRACTJames A. Erskine; Mark Malerba

Teaching Note: 8B03D01


Metropolitan Maintenance is a small, locally owned

janitorial service. For some time the company has been

pursuing a large commercial contract, and the president

has just been notified that they have been awarded the

contract. Shortly after finding out the company has

received the contract, he discovers that a number of

employees at the site are unhappy and threatening to

walk out. He must act quickly to resolve the conflict

among the employees as the contract start date was only

a week away.


Issues: Employee Relations; Strikes; Labour Unions;

Contracting




Length: 11 pages

9B02M033

HUXLEY MAQUILADORAPaul W. Beamish; Jaechul Jung; Joyce Miller



A senior manager in a U.S. manufacturing firm must

make a recommendation about whether 57 labour

intensive jobs should be moved from the existing

California plant to a new facility in a Mexican

maquiladora. If the Mexican opportunity is pursued,

decisions are also required regarding the entry mode

(subcontracting, shelter operator or wholly-owned

subsidiary) and location (border or interior).


Issues: Plant Location; Third World; Subsidiaries;

Corporate Strategy

Industry: Machinery except Electrical

Setting: Mexico/USA, Large, 2002


Length: 17 pages

9B02C004

STAMFORD MACHINE CORPORATION:

ALLEGATIONS OF RACISMChristina A. Cavanagh; Ken Mark



Stamford Machine Corporation is a market leader in the

manufacturing of photocopiers and office equipment. The

director of corporate business ethics and compliance has

been notified that the company is being served with a

discrimination lawsuit. A newspaper announcement was

released to the public outlining details of the charges and

before the director could leave his office, he receives a

call from a journalist asking for the company's

comments. He must determine if there has been a

breach in the company's policy on discrimination and

plan how the company will deal with the media.


Issues: Relationship Management; Communications




Length: 3 pages



9B01M070

TEXTRON LTD.Lawrence Beer



Textron Ltd. is a family-owned manufacturer of cotton

and sponge fabricated items. The company wants to

expand its business with an offshore manufacturing

enterprise that will fit with the company's policy of caring

for their employees and providing quality products. The

company is looking at two options: a guaranteed

outsourcing purchase agreement or a joint venture. After

several meetings with offshore alliance candidates the

vice-president of the company must analyse the

cross-cultural differences to established corporate

guidelines of global ethics and social responsibility that

the company can use in their negotiations with a foreign

manufacturing firm.


International

Issues: International Business; Developing Countries;

Business and Society; Ethical Issues

Industry: Apparel and other Finished Products

Setting: China, Medium, 2000


Length: 13 pages

9A98E031

MICHIGAN AUTO PRODUCTSPeter C. Bell

Teaching Note: 8A98E31

Supplemental Material: 7A98E031


The president and chief executive officer of Michigan

Auto Products, together with the company's executive

committee, must decide whether or not to build inventory

to hedge against a possible strike at the end of the

existing union contract. He also wants to determine an

appropriate strategy for the new contract negotiations to

take place with the union over the next six months. (A

Microsoft Excel model is available for use with this case,

product 7A98E031.)

Discipline: Management Science and Information

Systems

Issues: Spread Sheet Application; Probability; Labour

Relations; Decision Analysis


Setting: USA, Large, 1994


Length: 14 pages

9A98C021

CANADA POST: COMMUNICATING THE

GLOBAL OFFERChitra P. Reddin


The management of a national postal service has to

contend with numerous challenges: communicating with

multiple stakeholders with conflicting priorities;

transforming a bureaucratic Crown corporation with an

entitlement culture into "a customer-driven, fast-changing

profitable business"; and changing entrenched,

adversarial union views to improve labor relations and

win urgently needed concessions. Their aim is to avert a

strike and win acceptance of its global offer by its largest

union, the 40,000 plus member union.


Issues: Corporate Culture; Corporate Strategy;

Communications; Collective Bargaining

Industry: Postal Service



Length: 19 pages

9A98C003

HCM BEVERAGE COMPANYAllen Morrison; J. Stewart Black



Revised: 1/8/1999

The general manager of a beverage company must

decide what to do about the declining performance of its'

Vietnam-based operation. Employees seem unmotivated

and lackadaisical about their work and these same

workers blame the weather for the poor results.


Issues: Employment Equity; Management in a Global

Environment; Labour Relations; Employee Attitude


Setting: Vietnam, Medium, 1997


Length: 17 pages

9A97C002

SPRINT - LA CONEXION FAMILIAR (B)Ann C. Frost; Daniel D. Campbell



Revised: 5/10/2002

Management is faced with a broad range of opposition

and criticism after closing the telemarketing operation.

Labor organizations force legal proceedings, the primary

telecommunications workers union in Mexico demands

action under the Labor Side Agreement of the North

American Free Trade Agreement and, ultimately, a court

ruling demands that the company rehire and compensate

employees displaced by the closure of the operation.

This case was written to accompany Sprint - La

Conexion Familiar (A), case 9A97C001.




Issues: Unionization; Labour Unions; International

Business; Industrial Relations




Length: 6 pages

9A97C001

SPRINT - LA CONEXION FAMILIAR (A)Ann C. Frost; Daniel D. Campbell



Revised: 5/8/2002

Management must decide what action to take with a

small telemarketing operation that is about to vote on

union representation. If employees vote in favor of a

union, the operation would become the first business unit

to be represented by a union. Closure of the plant is an

option to be considered. The mostly Hispanic workforce

becomes an additional consideration in the (B) case,

9A97C002.


Issues: Industrial Relations; Labour Unions; Employee

Relations; Unionization




Length: 11 pages

9A95M014

CANADIAN AIRLINES CORP.J. Nick Fry; Rod E. White; Nick Bontis



Revised: 1/17/2003

The case traces the story of Canadian Airlines from its

early days of profitable regional operations, growth

through acquisitions to the status of a national and

international carrier, and ultimately to the crisis of the

early and mid 90s. Fundamental questions of strategy

need to be resolved. How is revenue generated? What

are the sources of cost? How do airlines make profits? In

pursuing these questions, students need to sort out the

realities of the airline industry and the specific

opportunities and challenges facing Canadian.


Issues: Environmental Business Management; Labour

Relations; Costs; Competition


Setting: International, Large, 1995


Length: 29 pages

9A94J027

CARL JONES (A)Elizabeth M.A. Grasby; Lisa Luinenburg

Teaching Note: 8A94J27


Revised: 4/20/2000

A newly appointed maintenance supervisor for the day

shift at a pharmaceutical company must make a decision

regarding whether to discipline an employee for

inappropriate behaviour on the job. The situation became

more complicated as the employee, who was a steward

for the local union, had a history of filing grievances

within the plant and was himself in line for the

maintenance supervisory position. (Two sequels to this

case are available, titled Carl Jones (B) and Carl Jones

(C), case 9A94J028 and case 9A94J029.)


Issues: Labour Unions; Leadership; Labour Relations;

Employee Grievances

Industry: Miscellaneous Manufacturing Industries


Difficulty: 1 - Introductory

Length: 13 pages

9A94J028

CARL JONES (B)Elizabeth M.A. Grasby; Lisa Luinenburg



Revised: 11/1/1999








maintenance supervisory position. This is a sequel to

Carl Jones (A), case 9A94J027, and describes an

incident with Jones which leads to a grievance. (A sequel

to this case titled Carl Jones (C), case 9A94J029,

describes further events.)


Issues: Labour Relations; Labour Unions; Leadership;

Employee Grievances




Length: 4 pages



9A94J029

CARL JONES (C)Elizabeth M.A. Grasby; Lisa Luinenburg



Revised: 10/22/1999








maintenance supervisory position. A temporary truce

between Jones and the employee is followed by defiant

behaviour. This is a continuation of Carl Jones (A), case

9A94J027 and Carl Jones (B), case 9A94J028.


Issues: Leadership; Labour Unions; Labour Relations;

Employee Grievances




Length: 4 pages

9A92C007

THE BANK OF MONTREAL - THE TASK FORCE

ON THE ADVANCEMENT OF WOMEN IN THE

BANK (A)Bernie Portis; Pamela Tebbutt



Revised: 4/29/2002

A two-year bank employee is at a decision point in her

career. She must assess whether or not the actions and

recommendations of the Task Force on the

Advancement of Women in the bank will be successful in

managing change. Specifically, she is concerned with

the "glass ceiling" - the barriers to the advancement of

women - and the process used by the bank to eliminate

the barriers. (A sequel to this case bearing the same

name is available, case 9A92C008.)


Issues: Employment Equity; Career Planning; Women in

Management; Management of Change

Industry: Banking



Length: 12 pages

9A90C019

ELLEN MOORE (A): LIVING AND WORKING IN

BAHRAINHenry W. Lane; Gail Ellement; Martha L. Maznevski



Revised: 7/19/1999

A female expatriate manager working for a large

multinational financial institution must contend with

gender discrimination. She had been offered a promotion

to one or two positions, of which she could choose.

When she makes her decision and informs her boss, he

tells her she cannot have the one she chose because it

would mean periodic travel into an Arab culture which, he

believes, would not be possible for a woman.


Issues: Intercultural Relations; Women; Discrimination

Industry: Banking

Setting: Bahrain, Large, 1989


Length: 16 pages




Ivey Publishing




Tel: (519) 661-3208 or (800) 649-6355

Fax: (519) 661-3882




Environment (Principles 7 - 9)

9B08M074

NANO TATA-LOGY: THE PEOPLE'S CAROana Branzei; Ramasastry Chandrasekhar


Revised: 11/10/2008

The case illustrates the opportunities, challenges and

trade-offs involved in the design, prototyping, and

marketing of the Nano – the People’s Car – by Tata

Motors Ltd (TML), a Tata Group Company. The case is

set nine months after the January 2008 unveiling of the

Nano concept car in New Delhi, India. The company’s

managing director faces multiple dilemmas in rolling the

Nano off the production lines at the manufacturing plant

in Singur, including growing local and global competition

in the emerging low-cost, low-emission market, rising

manufacturing costs, and stakeholder pressures.

The decision reviews critical developments in global

automotive markets from the point of view of TML’s and

Tata Group’s deeply ingrained values for sustainable

economic development and Indian-grown competitive

advantage. It plots the promise of a rampant market

growth and the emergence of an India-based small car

cluster against international outcry about the proliferation

of urban transportation, congestion, and pollution in

emerging markets (particularly India and China).

Students are asked whether Nano is a disruptive or

sustainable innovation for the company and the group,

and respectively for the Indian and global automotive

industry. Smaller and cleaner than its well-established

rival in the west, the Toyota Prius, the Nano promises

reliable, safe transportation to India’s emergent middle

class as a fraction of the cost; the Nano is also 1.5-4

times cheaper than its Indian based rivals. However,

production bottlenecks threaten Nano’s launch in the last

quarter of 2008. Speculating that first mover advantage

may sway customer perception and breed loyalty,

several competitors are quickly setting up India-based

manufacturing of competing models. Market projections

estimate over one million adoptions, mostly by prior

two-wheeler motorists, and limited switches from higher

emission options for fuel and emission conscious

consumers. The case addresses the issue of carbon

neutrality, and more broadly the role of emerging market

companies in addressing global climate change issues.


International

Issues: Innovation; Marketing Management; Emerging

Markets; Sustainable Development; Automotive

Industry: Social Services; Automotive Dealers & Gas

Service; Transportation Equipment

Setting: India, Large, 2008


Length: 32 pages

Length: 32 pages

9B08M073

ADAPTING TO CLIMATE CHANGE: THE CASE

OF SUNCOR ENERGY AND THE ALBERTA OIL

SANDSPratima Bansal; Jijun Gao


Revised: 11/18/2008

The chief executive officer of an oil and gas company

must decide whether he wants to invest heavily in

reducing greenhouse gases. Specifically, Suncor

Energy must evaluate whether it should invest $425

million in carbon capture and storage or wait until there is

greater certainty in the political, social and business

environment. The case will help students develop skills

of analyzing business decisions under higher

environmental uncertainty, especially when the outcome

is a long-term goal. Further, the issues presented in the

case open up discussions about climate change and the

interaction between business actions and societal

expectations. There is also an opportunity to speak

about the interaction between business and public policy.


Issues: Decision Making; Uncertainty; Tradeoff Analysis




Length: 17 pages

9B08M066

WINDHORSE FARM'S ECO-WOODSHOP

GUITAR TOP DECISIONJulia Sagebien; Annika Tamlyn



The owner of Windhorse Farm (WHF), a sustainably run

woodlot and woodshop in Nova Scotia that produces

building products as well as "tonewood" (wood used for

guitar, mandolin, violin tops), is reaching retirement age.

Since there is no heir apparent to run the businesses, he

needs to determine whether he should stay in or exit the

building products business and/or the tonewood

business. The decision must conform to the criteria set

out by the "four pillars" (economic, social, environmental

and spiritual), which guide the mission and strategy of

WHF.

The case objectives are:

1) To provide a rich opportunity for students to examine

how a small business uses a triple (in this case,

quadruple) bottom line approach to corporate mission



definition and strategy formulation.

2) To demonstrate how product extension decisions

need to be integrated into the dynamics of the overall

company, especially in terms of the relationship between

existing product lines and new marketing, production and

personnel requirements.

3) To expose students to business and community-based

strategies that can enhance the sustainability of the

forest industry.

4) To present students with a decision-making

opportunity in a market such as tonewood where market

knowledge and available data are highly

"impressionistic" and informal.

5) To highlight how personal priorities, such as

retirement and succession, may override other concerns.


Issues: Green Products; Sustainability; Succession

Planning; Organizational Behaviour; New Enterprises;

Natural Resources; Marketing Management; Human

Resources Management; Corporate Responsibility

Industry: Miscellaneous Manufacturing Industries;

Lumber and Wood Products; Forest Industry



Length: 12 pages

9B08M061

COMPETING FOR DEVELOPMENT (A): FUEL

EFFICIENT STOVES FOR DARFUROana Branzei; Samer Abdelnour



The new country director of CHF International (CHF), a

U.S.-based organization that initiated operations in

Sudan with USAID funding, must review the successes

of CHF's early interventions, and its strategic interest in

the fuel efficient stoves project. The practical decision

concerns a US$65,000 investment in a local

manufacturing facility that would allow CHF to scale up

the production of a stove design endorsed by the

Lawrence Berkeley National lab using locally tested

prototypes with USAID support. Students are asked to

contemplate whether and how economies of scale would

bring the costs down to a tipping point where internally

displaced persons (IDPs) in Darfuri camps could afford

the benefits of greater efficiency and convenience. They

also need to balance cost cutting considerations with

alternative decision criteria for local development: the

success of this project depends on IDPs' preference

among alternative stove providers - which encompasses,

in addition to fuel economies, the characteristics of the

stoves themselves (i.e. quality, fuel efficiency), the

engagement of the community in their production, and

the ability to use and repair the stoves. The role play

supplements 9B08M062A to 9B08M062F will highlight

several aspects of the competitive dynamics among the

key players. A summary of the dynamic interaction

between the players is provided in the supplement

Competing for Development (C): Success, Bittersweet.


Issues: Non-Profit Organization; Simulation; Sustainable

Development; Emerging Markets

Industry: Social Services; Non-Profit Organizations;

Admin - Environmental Quality & Housing; Administration

of Economic Programs

Setting: Sudan, Large, 2007


Length: 18 pages

9B08M062A

COMPETING FOR DEVELOPMENT (B1): THE

INTERMEDIATE TECHNOLOGY DEVELOPMENT

GROUP/PRACTICAL ACTIONOana Branzei; Samer Abdelnour



This a role play supplement to Competing for

Development (A): Fuel Efficient Stoves for Darfur,

product # 9B08M061. The role plays feature additional

background, motivations and decision priorities from the

key local and international players in Darfur's fuel

efficient stove interventions, including the Intermediate

Technology Group , renamed to Practical Action in 2005

(ITDG/PA), the Lawrence Berkeley National Lab,

Aprovecho, the International Lifeline Fund, the United

States Agency for International Development (USAID),

and organizations representing local, female, internally

displaced persons (IDPs).


Issues: Emerging Markets; Sustainable Development;

Simulation; Non-Profit Organization

Industry: Social Services; Non-Profit Organizations;

Admin - Environmental Quality & Housing; Administration

of Economic Programs



Length: 5 pages

9B08M062B

COMPETING FOR DEVELOPMENT (B2): THE

BERKELEY LABOana Branzei; Samer Abdelnour


















Industry: Admin - Environmental Quality & Housing;

Social Services; Administration of Economic Programs;

Non-Profit Organizations



Length: 4 pages



9B08M062C

COMPETING FOR DEVELOPMENT (B3):

APROVECHOOana Branzei; Samer Abdelnour


















Industry: Social Services; Administration of Economic

Programs; Non-Profit Organizations; Admin -

Environmental Quality & Housing



Length: 2 pages

9B08M062D

COMPETING FOR DEVELOPMENT (B4):

INTERNATIONAL LIFELINE FUNDOana Branzei; Samer Abdelnour


















Industry: Social Services; Administration of Economic

Programs; Non-Profit Organizations; Admin -

Environmental Quality & Housing



Length: 2 pages

9B08M062E

COMPETING FOR DEVELOPMENT (B5): USAIDOana Branzei; Samer Abdelnour


















Industry: Non-Profit Organizations; Admin -

Environmental Quality & Housing; Administration of

Economic Programs; Social Services



Length: 4 pages

9B08M062F

COMPETING FOR DEVELOPMENT (B6): IDP

WOMEN ORGANIZATIONSOana Branzei; Samer Abdelnour

















Simulation



Length: 2 pages



9B08M063

COMPETING FOR DEVELOPMENT (C):

SUCCESS, BITTERSWEETOana Branzei; Samer Abdelnour



This supplement to Competing for Development (A): Fuel

Efficient Stoves for Darfur (A), product 9B08M061

provides a summary of the dynamic interaction between

the key players from 2007 to 2008 and offers students a

new decision point for how CHF Sudan could harness

the momentum of change moving forward.




Industry: Admin - Environmental Quality & Housing;

Administration of Economic Programs; Social Services;

Non-Profit Organizations



Length: 14 pages

9B08M048

CARREFOUR CHINA, BUILDING A GREENER

STOREAndreas Schotter; Paul W. Beamish; Robert Klassen



Revised: 8/26/2008

Carrefour, the second largest retailer in the world, had

just announced that it would open its first “Green Store”

in Beijing before the 2008 Olympic Games. David

Monaco, asset and construction director of Carrefour

China, had little experience with green building, and was

struggling with how to translate that announcement into

specifications for store design and operations. Monaco

has to evaluate the situation carefully both from

ecological and economic perspectives. In addition, he

must take the regulatory and infrastructure situation in

China into account, where no official green building

standard exists and only few suppliers of energy saving

equipment operate. He had already collected energy and

cost data from several suppliers, and wondered how this

could be used to decide among environmental

technology options. Given that at least 150 additional

company stores were scheduled for opening or

renovation during the next three years in China, the

project would have long term implications for Carrefour.


Issues: Emerging Markets; Strategy Implementation;

Environmental Business Management; Operations

Management

Industry: General Merchandise Stores; Miscellaneous

Retail

Setting: China, Large, 2006


Length: 19 pages

9B07B008

TERRACYCLE INC.Elizabeth M.A. Grasby; Andrew Smith

Teaching Note: 8B07B08


Revised: 4/28/2008

The chief financial officer of an environmentally-focused

company that makes all-natural plant fertilizer is

considering the introduction of two new plant fertilizing

products. The company is committed to being the

ultimate eco-capitalist corporation and utilizes an

environmentally friendly production process and packing

from waste containers, such as recycled pop bottles.

Students are expected to complete the following tasks for

this case: 1) marketing analysis, 2) corporate size-up, 3)

consumer analysis, 4) competitor analysis, 5) a

statement of cash flows and interpretation, 6) ratios

calculations and analysis, 7) differential analysis for each

alternative and 8) income statement and balance sheet

projections and interpretation.

Discipline: Accounting; Entrepreneurship

Issues: Marketing Planning; Market Analysis; Financial

Analysis; Expansion




Length: 12 pages

9B07M067

GOOGLE'S WAY - DON'T BE EVILPratima Bansal; Marlene Le Ber



Revised: 7/3/2008

Wall Street's darling, Google Inc., offered more than a

pretty financial picture. Poverty, communicable diseases

and climate change - some of the world's largest

problems - were also key interests of Google's

cofounders. By applying innovation and significant

resources, Google's cofounders hoped that their efforts

in these areas would one day eclipse Google itself in

worldwide impact. On February 22, 2006, Google Inc.

announced the appointment of an executive director of

the newly created Google.org. With one per cent of

Google Inc.'s equity and profit as seed money,

Google.org's mandate was to address climate change,

global public health, economic development and poverty.

Although charity by successful entrepreneurs was not

unusual, this press release signaled a new

organizational form, a for-profit philanthropic company.

The new executive director's task ahead was

unprecedented. How could he leverage the company's

for-profit status to make the biggest impact possible with

the resources trusted to Google.org? What

decision-making criteria should be used for strategic

investments? How would he measure Google.org's

success?


Issues: Strategic Decision Making; Business

Sustainability; New Organizational Forms; Corporate

Governance






Length: 14 pages

9B07M070

MACTARA LIMITED AND THE WOOD

PRODUCTS INDUSTRY IN NOVA SCOTIAJulia Sagebien; Rick Shaver



Revised: 8/26/2008

The case centers around the strategic planning retreat of

MacTara Limited (MacTara), the largest wood products

company in Nova Scotia. While there are some very

good opportunities for the company in some sectors, like

wood pellets for fuel (high demand for inexpensively

priced renewable energy sources), the Canadian lumber

industry as a whole is not attractive at this time

(distortionary effects of the Canadian-U.S. softwood

lumber dispute, low price of lumber, sales denominated

in the free-falling U.S. dollar, inflexible cost structure,

etc). The fact that MacTara is a somewhat vertically

integrated company – from construction lumber, to chips

for paper mills, to fuel pellets made out of wood waste –

makes planning very difficult because the health of each

sector impacts on the prospects for the others. Company

executives need to find a way to make all the various

pieces of the business fit together into a profitable whole

while they still have money and time. The Canadian

lumber industry is in crisis and the eastern Canadian

industry is ripe for consolidation.


Issues: Crisis and Change; Strategy Development;

Trade; Industry Analysis

Industry: Lumber and Wood Products



Length: 12 pages

9B07M073

MAKE GREEN DELICIOUS: SUSTAINABILITY AT

JAMIE KENNEDY KITCHENSOana Branzei; Melissa Leithwood



The case illustrates the challenges of growing

sustainably by tracking the 30-year journey of a

quintessentially Canadian chef, environmental champion,

and strong advocate of slow food, seasonality, local

sourcing and artisan food production. Set in mid May

2007, the case decision has Toronto-based Jamie

Kennedy pondering several expansion options for Jamie

Kennedy Kitchens, a corporation with three main

ventures. Jamie Kennedy Kitchens' annual revenues

were more than $7 million and earnings before taxes of

6.7 per cent in an industry typically averaging 3.2 per

cent were testimony of the growing appeal of organic

food and wine pairings. With influential cook-books,

global accolades, rave reviews by acclaimed food critics,

and a fast growing base of satisfied customers, Jamie

Kennedy was well positioned for growth. Yet Jamie

Kennedy grappled with the implications of growth for the

core pillars of his business. The case explores the

trade-offs between financially profitable growth and

Jamie Kennedy's determination to stay true to local

sourcing and cooking with seasonal ingredients and his

environmental values. The case asks students to

anticipate growth alternatives and articulate their points

of leverage or disconnect with Jamie Kennedy Kitchens

current business model, as well as Jamie Kennedy's

cuisine and personal values.


Issues: Entrepreneurial Business Growth; Brand

Positioning; Value-based Management; Sustainable

Development




Length: 19 pages

9B07M057

SENSIBLE LIFE PRODUCTS (A)Charlene Zietsma; Brent McKnight



An entrepreneur and chief executive officer (CEO) of

Sensible Life Products has developed a revolutionary

botanical disinfectant called Benefect, the flagship

product of his company. This new product is unique

among disinfectant products in that it is non-toxic, unlike

the majority of conventional disinfectants containing

harmful chemicals, such as ammonia, alcohol and

chlorine. As a result of the unique properties of the

product, the CEO has received numerous offers to

purchase or license the technology and is faced with the

decision regarding which offer, if any, he should accept.

The purpose of this case is to expose students to

entrepreneurial exit situations as well as social

entrepreneurship issues associated with disruptive

technologies. A follow-up supplemental case, Sensible

Life Products (B), product #9B07M058, introduces a fifth

opportunity to the students in the form of a joint venture

with a major product development firm. The deal

involves Sensible Life Products cooperating in further

developing the Benefect product into a consumer

focused hand sanitizer product.


Issues: First Mover Advantage; Intellectual Property

Protection; Valuation of Exit Strategies; Social

Entrepreneurship

Industry: Chemicals and Allied Products



Length: 10 pages



9B07M058

SENSIBLE LIFE PRODUCTS (B)Charlene Zietsma; Brent McKnight



This supplement to Sensible Life Products (A), product

#9B07M057, introduces a fifth opportunity in the form of

a joint venture with a major product development firm.

The deal involves Sensible Life Products cooperating in

further developing the Benefect product into a consumer

focused hand sanitizer product.


Issues: Intellectual Property Protection; Social

Entrepreneurship; Valuation of Exit Strategies; First

Mover Advantage




Length: 1 pages

9B07M059

A MODEL OF CLEAN ENERGY

ENTREPRENEURSHIP IN AFRICA: E+CO'S

PATH TO SCALEOana Branzei; Kevin McKague


The founder and executive director of E+Co faces the

challenge of ten-fold growth and reviews the core parts

of the company's innovative business model, the

changes in the energy markets around the world, and the

rationale for local solutions to energy scarcity and

inefficiency. Also presented is a set of entrepreneurial

growth strategies that preserve the core of the model -

i.e., simultaneously tackling energy poverty and energy

waste, and bringing people up the energy ladder with

locally suitable and affordable solutions. These

strategies help consolidate and leverage E+Co's 12

years of experience and strong local presence through

an innovative combination of complementary wedges.


International

Issues: Emerging Markets; Entrepreneurial Business

Growth; Business and Society; Energy

Industry: Electric, Gas and Sanitary Services

Setting: Global, Small, 2006


Length: 21 pages

9B07M060

HONEY CARE AFRICA: A TRIPARTITE MODEL

FOR SUSTAINABLE BEEKEEPINGOana Branzei; Michael Valente


Revised: 4/15/2008

The director and co-founder of Honey Care Africa

(Honey Care) looks back over the six years of operations

and describes the original business model and several

sequential changes based on feedback from rural

communities, partner organizations, and learning by

doing through field operations. Increasing international

recognition highlights the potential impact of the model

on inspiring sustainable grassroots ventures in the

agriculture sector in Kenya. For Tanzania and other

developing countries, he ponders the potential

opportunities and challenges in replicating the Honey

Care model elsewhere. The case also tackles alternative

routes for scaling up the model in East Africa. Students

are presented with several specific challenges which

illustrate the growing tension between Honey Care's

original commitment to the farmers and its prospects for

international take-off, and are asked to propose

alternative model reconfigurations to resolve this tension.


International

Issues: International Strategy; Social Entrepreneurship;

Competitive Advantage; Sustainable Development

Industry: Agricultural Services

Setting: Kenya;Tanzania, Small, 2006


Length: 19 pages

9B07M054

E+CO: A TIPPING POINT FOR CLEAN ENERGY

ENTREPRENEURSHIP (A)Oana Branzei; Kevin McKague

Teaching Note:


Revised: 8/16/2007

This case describes E+Co’s approach to promoting clean

energy entrepreneurship in developing countries and its

current strategic challenge; how to scale up its business

model to reach 100 million unserved or underserved

people in the developing world by 2020. In the last 12

years E+Co was successful at demonstrating and

validating an “enterprise centered model” which offered

reliable access and improved energy efficiency to the

poor in emerging economies. Its approach to bringing

the poor up the modern energy ladder, one step at a

time, was initiated in response to a challenging project

for the Rockerfeller Foundation, marked by a radical

departure from the top-down, large scale infrastructure

projects sponsored by international institutions. So far,

these models had left 2.5 million people trapped into the

double bind of energy poverty and energy waste. E+Co’

s approach was working well; by September 2006 it had

invested in 138 enterprises in 30 countries. These local

entrepreneurs currently provided clean energy to more

than three million people. The next issue was scaling it

all up; however, this risked straining the resources of

E+Co’s global team of 38 employees and could change



the services the company provided to local

entrepreneurs. Tenfold expansion within these

constraints required an innovative growth strategy.

Supplemental case, E+Co: The Path to Scale (B),

product 9B07M055, presents a set of entrepreneurial

growth strategies that preserve the core of the model.


International

Issues: Entrepreneurial Business Growth; Emerging

Markets; Energy; Business and Society


Setting: Small, 2006


Length: 20 pages

9B07M055

E+CO: THE PATH TO SCALE (B)Oana Branzei; Kevin McKague

Teaching Note:


This B case presents a conversation between E+Co’s

co-founders and an employee in Latin America who had

raised the tough question of scale at E+Co’s 2006

annual retreat. One of the co-founders' response for

getting E+Co 10 times more impactful in emerging

economies was to adopt what he called a “strategy of

wedges.” Also presented is a set of complementary

strategies that together could help achieve steady local

impact and rapid growth. The conversation also exposes

some of the strategic experiments attempted by E+Co

during the past 12 years that did not achieve the

expected goals yet inspired new paths to scale. This is a

supplement to E+Co: A Tipping Point for Clean Energy

Entrepreneurship (A), product # 9B07M054.


International

Issues: Entrepreneurial Business Growth; Emerging

Markets; Energy; Business and Society


Setting: Global, Small, 2006


Length: 12 pages

9B07M025

CITY WATER TANZANIA (A): WATER

PARTNERSHIPS FOR DAR ES SALAAMOana Branzei; Kevin McKague



This case examines how the Tanzania government

intends to address a pressing deterioration in the

infrastructure and services of Dar es Salaam's Water

and Sewage Authority. The decision process unfolds in

the spring of 2002, on the heels of the Cochabamba

uprising in Bolivia and an increasing dispute over the

involvement of the International Finance Corporation and

the World Bank in other water development projects in

Ghana, Mauritania and South Africa. At that time, the

World Bank was already sponsoring similar projects in

Angola, Benin, Guinea-Bissau, Niger, Rwanda Sao

Tome and Senegal, despite some vocal local opposition.

This multi-part case series is ideally suited for core or

elective courses in strategy and sustainability to illustrate

the types of ongoing tensions and divergent decision

angles that influence the formation and performance of

public-private partnerships and managing in a global

context. It also provides a rich and graphic account of

the special threats and opportunities in the water sector -

a wealth of complementary teaching resources can also

stimulate larger debates by juxtaposing the case

decision with a broader crisis of confidence in for-profit

solutions to water and sewage provision in Africa and in

Latin America.


Issues: Strategic Alliances; Management in a Global

Environment; Sustainable Development; Partnership


Setting: Tanzania, Large, 2003


Length: 17 pages

9B07M026

CITY WATER TANZANIA (B): PRIVATIZING DAR

ES SALAAM'S WATER UTILITYOana Branzei; Kevin McKague



This is a supplement to City Water Tanzania (A): Water

Partnerships for Dar es Salaam, product #9B07M025. It

details the terms of the lease contract with an

international operator, Biwater, and discusses the

alternatives that were considered and discarded, the

bidding process, and the roles and motivations of the

parties. The key questions revolve around a) the

adequacy of the decision, b) the responsibility for the

next steps and c) the milestones and metrics to gauge

the success of the privatization.


Issues: Strategic Alliances; Management in a Global

Environment; Sustainable Development; Partnership




Length: 6 pages

9B07M027B

CITY WATER TANZANIA (C): STRIKING A DEALOana Branzei; Kevin McKague




Partnerships for Dar es Salaam, product #9B07M025

and is a two-part role-play. In this part (B) role-play,

students take the position of Cliff Stone, Biwater's former

director of sales for Africa and now chief executive officer

of City Water's management.


Issues: Partnership; Sustainable Development;

Management in a Global Environment; Strategic

Alliances




Length: 4 pages



9B07M027A

CITY WATER TANZANIA (C): THE PRIVATE

SECTOR EXPERIMENTOana Branzei; Kevin McKague




Partnerships for Dar es Salaam, product #9B07M025

and is a two-part role-play. In this part (A) role-play,

students take the position of Edward Lowassa,

Tanzania's Minister of Water.


Issues: Sustainable Development; Strategic Alliances;

Management in a Global Environment; Partnership




Length: 3 pages

9B07M028

CITY WATER TANZANIA (D): THINGS FALL

APARTOana Branzei; Kevin McKague




Partnerships for Dar es Salaam, product #9B07M025.

This case summarizes the decision of the negotiation:

the break up of City Water Tanzania and its aftermath,

including litigation and forgone opportunities to meet the

needs of the local residents.


Issues: Strategic Alliances; Sustainable Development;

Management in a Global Environment; Partnership




Length: 6 pages

9B07D009

HALTON RECYCLING, LTD.Carol Prahinski; Ying Fan


Revised: 5/23/2007

The operations manager at Halton Recycling was

becoming increasingly dissatisfied with the inefficiency

caused by its three-streamed recycling system. City Hall

aimed to increase the current 35 per cent waste

diversion rate to the provincial goal of 60 per cent within

three years. The operations manager wondered if the

single-stream operation would contribute to a cost

reduction and an efficiency improvement, providing the

company with significant competitive advantages by the

time of the contract renewal later that year.


Issues: Cost/Benefit Analysis; Capacity Analysis;

Stakeholder Analysis; Sustainable Development




Length: 17 pages

9B07M040

POINT LISAS INDUSTRIAL ESTATE: TRINIDAD

(B)David W. Conklin; Danielle Cadieux



By 2006, the Point Lisas Industrial Estate (PLIPDECO)

consisted of approximately 44 industrial sites on 1,000

hectares of land. Some in Trinidad advocated the

creation of additional estates as well as expansion into

business like aluminum, which required a great deal of

energy. The government of Trinidad had continued a

menu of tax exemptions and incentives, and substantial

additional foreign investments were expected.

Meanwhile, Hugo Chavez had become President of

Venezuela and had instituted a socialist, anti-American

regime that was seizing assets and rewriting contracts

with foreign investors. Trinidad looked like a favourable

investment site compared with Venezuela. However, not

all was happiness. The businesses involved with

PLIPDECO needed relatively few employees. Some in

Trinidad referred to this reality as the "curse of oil."


Issues: Sustainable Development; International

Business; Government Regulation; Business and Society


Setting: Trinidad, 2006


Length: 2 pages

9B07M022

HONEY CARE AFRICA (A): A DIFFERENT

BUSINESS MODELOana Branzei; Michael Valente



Revised: 4/24/2007

The founding entrepreneur of Honey Care Africa (Honey

Care)revitalized Kenya's national honey industry by

focusing on small-holder farmers across the country.

Central to the success was an innovative business

model: a synergistic partnership between the

development sector, the private sector and rural

communities that drew on the core competencies of each

party as well as their complementary roles. This tripartite

model was combined with local manufacturing of

beehives, effective beekeeping training and

community-based extension service provision, the

provision of a guaranteed market to small-holder farmers

through forward contracts, as well as prompt payments.

Four years later, Honey Care has achieved 68 per cent

market share in Kenya, distributes several brands of

organic, fair trade honey internationally and is a lead

distributor of bees-wax. The business model has been

successfully replicated in neighbouring Tanzania, with

expansion plans to Uganda and Sudan.




International

Issues: International Strategy; Alliances; Competitive

Advantage; Sustainable Development


Setting: Kenya;Tanzania;Uganda, Small, 2006


Length: 16 pages

9B07M023

HONEY CARE AFRICA (B): OPPORTUNITY

KNOCKSOana Branzei; Michael Valente



Revised: 4/24/2007

This is a supplement to Honey Care Africa (A): A

Different Business Model, product 9B07M022. This case

presents Honey Care's upstream, downstream and

horizontal expansion opportunities. Students are asked

to recommend a course of action that will maintain the

venture's social focus and triple bottom line performance,

and, if needed, to redesign the business model

accordingly.


International






Length: 9 pages

9B07M024

HONEY CARE AFRICA (C): GROWTH

ALTERNATIVESOana Branzei; Michael Valente



Revised: 4/25/2007

In this supplement to Honey Care Africa (A): A Different

Business Model, product 9B07M022, students will gain

additional insights into the entrepreneur's challenges by

comparing and contrasting the Honey Care approach to

three other business models.


International






Length: 3 pages

7B05M051

TEMBEC (A) AND (B) - VIDEOPratima Bansal

Teaching Note:


In this video, Tembec CEO James Lopez discusses the

Lands for Life decisions, how an agreement was reached

between the key stakeholders, the challenges that

Tembec faced in 2006, how cutbacks were made

responsibly, the importance of stakeholder

communication, and balancing short- and long-term

priorities. It complements both the A and B cases and

can easily be used in segments or in its entirety.

Discipline:

Length: 21 min

9B07M003

TROUT FARMING IN PERU: THE LAKE

TITICACA DECISIONChris Robertson; David T.A. Wesley



Faced with capacity constraints at the company's river

fed facilities, the president and general manager of

Piscifactorias de los Andes (Piscis), the largest trout

farming company in Peru, is considering an option to

create a trout farm on Lake Titicaca. Although Titicaca

was the largest lake in South America and was in many

ways ideally suited to trout farming, all previous attempts

to commercialize the lake's fishery had failed. In addition,

Piscis faced potential opposition from local fishers and

environmentalists. Titicaca was also too distant from the

company's existing fish plants. Therefore, if it were to

establish operations on the lake, Piscis would need to

build a processing plant at a cost of several million

dollars. However, because of the region's history of

political instability and violence, financial institutions were

reluctant to offer loans.


International

Issues: Developing Countries; Risk Management;

International Marketing; Environment

Setting: Peru, Small, 2005


Length: 19 pages



9B07M007

GVM EXPLORATION LIMITEDMichael J. Rouse; Guo-Liang Frank Jiang



GVM Exploration Limited's (GVM) $2 million

environmental assessment project at Grizzly Valley was

disrupted by a road blockade set up by a small group of

local First Nation people. How GVM handled this

situation would not only affect the progress of the Grizzly

Valley project but also other ongoing projects. The case

challenges students to address an emergent situation.

Students will need to think through the short-term and

long-term implications of the potential project delay or

legal actions. They must assess the issues, alternatives,

and decision criteria before selecting the actions to be

recommended. The case introduces stakeholder

management and corporate social responsibility (CSR).

However, the case provides a fairly inclusive scenario

where a stakeholder or CSR perspective alone does not

dictate strategic directions. Students will need to take

into account both stakeholder and business imperatives.


Issues: Stakeholder Analysis; Resource Allocation;

Growth; Ethical Issues

Industry: Mining - Miscellaneous



Length: 10 pages

9B06M097

SELECTPOWER - GREEN ENERGY IN ONTARIORobert Klassen; Arif Merchant



Revised: 9/5/2007

As a small retailer of green energy, Selectpower was at a

critical point in its growth. The chief executive officer

(CEO) was developing a cohesive strategy for the firm's

multiple business units. Revenues were expected to

increase significantly in the coming year; however;

limited resources also were forcing the CEO to make

some tough decisions about two important investment

opportunities: its growing wind-derived electricity

business; or the nascent geothermal business. Both

options offered clear environmental benefits to

customers, although the strategic value and immediate

financial return to Selectpower were less clear. The CEO

was also not certain to what extent Selectpower's

strategy should emphasize environmental objectives

relative to traditional financial metrics. Finally, evolving

customer expectations, fluctuating energy prices, and

changing government regulations further complicated

planning.


Issues: Business Development; Sustainable

Development; Energy; Business and Society




Length: 8 pages

9B06M055

RBC FINANCIAL GROUP - THE EQUATOR

PRINCIPLES IN QATARGAS II LNG PROJECTRobert Klassen; Matias Gancberg



The environmental manager at the Royal Bank of

Canada (RBC) has finally received the detailed

environmental and social risk assessment of Qatargas II

LNG Project. RBC was a potential participant in a

syndicated loan for a project financing venture in Qatar.

The project would extract and process liquid natural gas

there and transport it to the United Kingdom market.

RBC was among the first banks to use an environmental

and social risk assessment process based on the

Equator Principles that supported the principles

underlying sustainable development. However,

environmental non-government organizations further

complicated any financing decision; they were only too

quick to point out publicly any shortcomings. Moreover, it

was not clear if problems might occur in monitoring and

enforcing any loan covenants. Two basic questions

remained: first, does the Qatargas II Project make sense

to RBC as it attempts to balance economic,

environmental and social performance (i.e. the

triple-bottom line); and second, do the Equator Principles

provide a competitive advantage?


International

Issues: Sustainable Development; International Finance;

Financing; Environment

Industry: Banking

Setting: Canada/Qatar, Large, 2005


Length: 19 pages

9B06M044

HYDRO: FROM UTSIRA TO FUTURE ENERGY

SOLUTIONSRobert Klassen; Jordan Mitchell



Revised: 10/9/2007

Managers at Norway's Hydro are wondering whether or

not an economically viable business case can be made

to commercialize a wind-hydrogen solution. The

company has successfully installed a wind-hydrogen

renewable energy system as a research and

development project on the 200 person remote island of

Utsira. Now, they are considering two early markets to

which to sell the idea: remote island communities or grid

power balancing for grid operators with high reliance on

wind power. Students will be introduced to current trends

in renewable energy and will look at the threats and

opportunities and business drivers in launching a new

project. Students will analyse the priorities of the

company by looking at economic, social and

environmental objectives.


International

Issues: Environmental Business Management;

Innovation; New Products; Feasibility Analysis




Setting: Norway, Large, 2005


Length: 22 pages

9B05M051

TEMBEC INC. (A): CREATING VALUE BY

MANAGING STAKEHOLDER TENSIONPratima Bansal; Tom Ewart


Supplemental Material: 7B05M051


Revised: 4/18/2007

Throughout the 1990s there was increasing competition

for Ontario's forest land. The forest industry, including

Tembec Inc., demanded from the Ontario government

more certainty in the lands available to them. To reach a

consensus on strategic land use, the government

launched Lands for Life process and undertook

extensive public consultations. Unfortunately the

consultation process resulted in a polarization of

stakeholders, and the 242 controversial

recommendations threatened to spark a "war in the

woods," primarily between the forestry industry and

environmentalists. Tembec's chief executive office

foresaw this conflict and was determined to take a

different course of action that would bring a real solution

that would meet both the objectives of the forestry

industry and environmentalists. He was cognizant that

losing access to timber would have a devastating effect

on his company, but confident that a consensus could be

reach if a rational approach were followed. Students will

learn to recognize the long-term opportunity associated

with sustainability, and the short-term risks associated

with ignoring it, to illustrate the opportunity for

stakeholder consultation and partnerships, and to

introduce the best practices on stakeholder collaboration

and innovative problem solving. The supplement Tembec

Inc. (B), product 9B05M052, presents the situation in

2005.


Issues: Stakeholder Analysis; Environmental Business

Management; Negotiation; Human Resources

Management

Industry: Forest Industry



Length: 14 pages

9B05M052

TEMBEC INC. (B): IMPLEMENTING SOLUTIONS

TO STAKEHOLDER TENSIONPratima Bansal; Tom Ewart


Supplemental Material: 7B05M051


In the several years leading up to 2005, the economics

of the forestry industry in eastern Canada deteriorated

rapidly, undermining Tembec's profits. These factors

included high wood costs, high energy costs, an

appreciating Canadian dollar with respect to the U.S.

dollar, the stiff duties imposed by the Softwood Lumber

Dispute, intensifying global competition, and reduced

allowable cuts in Quebec. Tembec, which had never

closed a mill prior to 2005, was forced to close three

mills that year. It was now facing other closures,

including a mill in Saint-Raymond that was losing $1

million per month. The chief executive officer must

decide how to implement the tough decision to close the

mills. This is a supplement to Tembec Inc. (A): Creating

Value by Managing Stakeholder Tension, product

9B05M051.


Issues: Stakeholder Analysis; Employee Termination;

Human Resources Management; Economic Conditions

Industry: Forest Industry



Length: 13 pages

9B05M018

MEARL OIL COMPANY: ENVIRONMENTAL

IMPACT TARGETS (A)Pratima Bansal; Tom Ewart



Revised: 8/16/2005

Mearl Canada Limited does not want to implement Mearl

Oil Company's environmental impact targets because, in

Mearl Canada's opinion, the targets create an extra layer

of regulation for considerable cost and negligible benefit.

Mearl's position is that all Mearl worldwide operations

must adopt these performance standards, as this will

allow the company to make operational their stated

environmental policy. Each party has an opportunity to

make their case at the International Environmental

Group meeting, and it will decide if Mearl Canada may

deviate from the environmental impact target and

continue with their own homegrown environmental

management system and standards. This case is from

the point of view of the manager, Mearl Support,

environmental. The supplement Mearl Oil Company:

Environmental Impact Targets (B), product 9B05M019, is

from the senior environmental manager, Mearl Canada

Limited view and the supplement Mearl Oil Company:

Environmental Impact Targets (C), product 9B05M020, is

from the International Environmental Group's

perspective.


Issues: Globalization; Environmental Business

Management; Management in a Global Environment;



Negotiation




Length: 10 pages

9B05M019


IMPACT TARGETS (B)Pratima Bansal; Tom Ewart



The Canadian division of Mearl Oil Company does not

want to implement the company's environmental impact

targets and would like to continue using its homegrown

environmental management system and standards. The

division is allowed to present its arguments to the

International Environmental Group. This is a supplement

to Mearl Oil Company: Environmental Impact Targets

(A), product 9B05M018. The supplement Mearl Oil

Company: Environmental Impact Targets (C), product

9B05M020 discusses the International Environmental

Group's perspective.



Globalization; Management in a Global Environment;

Negotiation




Length: 11 pages

9B05M020


IMPACT TARGETS (C)Pratima Bansal; Tom Ewart



Mearl Canada Limited and Mearl Oil Company are

presenting their cases to the International Environmental

Group, who will make a decision on whether or not the

Mearl Canada must comply with the company's

environmental impact targets. This is a supplement to

Mearl Oil Company: Environmental Impact Targets (A)

and (B), products 9B05M018 and 9B05M019.


Issues: Globalization; Environmental Business

Management; Management in a Global Environment;

Negotiation




Length: 9 pages

9B05C010

BP AND CORPORATE GREENWASHMichael Sider



Bp's green re-branding efforts began officially with the

unveiling of its new bp Helios mark, named after the

Greek sun god. The new logo did away with 70 years of

corporate branding, replacing the bp shield, long

associated in consumers' minds with the strength of

British imperialism. The Helios mark cost US$7 million to

develop and was forecast to cost the company another

US$100 million a year to integrate into marketing and

operations over the next two years. At the logo's

unveiling, the company's chief executive officer directed

attention to the company's recent purchase of the solar

energy company Solarex, an acquisition that made bp

the world's largest solar energy company. The unveiling

of the Helios logo was a formalization of a re-branding

strategy that had begun to emerge the year before with

the CEO's announcement that 200 new bp sites around

the world would be powered in part by solar energy,

through solar panels placed on the roofs of gas pumps,

and his commitment to reducing bp's own carbon dioxide

emissions by 10 per cent by the year 2010. From the

start, however, environmental groups heaped scorn on

bp's green re-branding. Greenpeace gave the company

its Greenhouse Greenwash Award, given to the largest

"corporate climate culprit" on earth.


Issues: Public Relations; Marketing Management;

Ethical Issues; Communications


Setting: United Kingdom, Large, 2004


Length: 10 pages

9B05M001

AIMING TOWARD A HYDROGEN ECONOMY:

ICELANDIC NEW ENERGY CO. (ISLENSK

NYORKA)Pratima Bansal; Ken Mark; Jordan Mitchell



Icelandic New Energy Company, a research and

development consortium based in Reykjavik, Iceland, is

considering what future direction to take. The two-person

team has met their first major goal - the installation of the

world's first commercial hydrogen filling station and the

coordination of a public transport test project involving

the operation of three hydrogen fuelled city buses. The

company was founded with the overall objective of

investigating the potential for eventually replacing the

use of fossil fuels in Iceland with hydrogen-based fuels

and creating the first hydrogen society in the world.

Working towards the goal of self-sufficiency from fossil

fuels, Icelandic New Energy Co was set up in 1999 by

the consortium Vistorka and three major partners each

contributing a part to the testing - Royal Dutch Shell (the

refueling station), Norsk Hydro (the electrolysis

technology to make the hydrogen) and DaimlerChrysler

(fuel cell vehicles using hydrogen fuel). The shareholder



agreement was established with the company's start in

1999 and is set to expire in 2005. With all of the major

activities being outsourced and contracted, the team

wondered how they could keep the company as a going

concern and contribute to Iceland's transition to a

hydrogen economy - a feat that could take more than 15

years.


International

Issues: Management in a Global Environment; Strategic

Planning; Industry Analysis


Setting: Iceland, Small, 2004


Length: 33 pages

9B04M072

NOTE ON INDIVIDUALS, CORPORATIONS AND

SOCIETYPratima Bansal; Merrilyn Earl


The importance of responsible value creation is

indisputable for society. How could we argue that the

well-being of future generations is not important? The

disagreement is with the role of corporations in this

process. This technical note offers two sides of the

argument of whether corporations should be involved in

addressing societal issues. The purely economic

argument says that a responsible corporation is one

which fulfills its fiduciary duty to shareholders to

maximize profits. The ethical argument is that

corporations are morally obliged to "give back" to the

societies in which they exist. Using a sustainability

argument, this note shows that there does not have to be

a trade-off between economics and ethics. There exists a

compelling business case for corporations to operate in

the overlapping area of our model where activities are

both financially profitable and socially and

environmentally responsible. Not only does this "middle

ground" exist, but the activities in this area are likely to

generate long-term stable profits and result in a higher

level of employee, shareholder and corporate well-being.


Issues: Stakeholder Analysis; Ethical Issues; Corporate

Responsibility; Business and Society

Setting: 2004


Length: 13 pages

9B04M034

BROAD AIR CONDITIONING AND

ENVIRONMENTAL PROTECTIONZhi Yi He; Meng Sun; Paul W. Beamish



Revised: 5/25/2007

Broad Air Conditioning is a Chinese company with a

proactive environmental attitude, but suffering from

deteriorating financial results. The company founder and

chief executive officer must decide whether to start

producing electricity powered air conditioners to improve

its financial results easily or stick to its ideal and only

manufacture machines powered by heat. The major

theme of this case is to understand corporate social

responsibility, by discussing how an enterprise can find a

way to harmonize the relationship between benefitting

the company and protecting the environment, especially

in developing countries.


Issues: Sustainable Development; Environment; Energy;

Corporate Responsibility




Length: 12 pages

9B04A005

CYANIDE DESTRUCT SYSTEMS INC.Kenneth G. Hardy; Steve Marley



For 17 years an entrepreneur has been running a niche

business of designing and manufacturing a chemical

processing system to dispose of deadly cyanide wastes.

His system is expensive compared to the main

competitive disposal systems of giant leeching ponds

and deep well disposal. Thus his main successes have

come with the electroplating industry which is not

growing. His hopes to get outside this industry are

dashed when the promised new materials disposal

regulations in the United States are abandoned by the

Bush government. His sales had dropped to almost zero

while cyanide users watched the development of these

regulations. Now he must kick start his sales again - but

how?

Discipline: Entrepreneurship; International; Marketing

Issues: Government Regulation; Market Segmentation;

Market Strategy; Sales Strategy


Setting: North America/Europe, Small, 2003


Length: 17 pages



9B03A032

FAIRMONT CHATEAU LAKE LOUISERobin Ritchie; Paul Artiuch



Revised: 12/13/2004

An historic hotel faces the twin challenges of seasonal

demand and a decline in its most important market. The

hotel's general manager is considering several

expansion/renovation proposals to address these

problems, each of which implies a different strategic

focus. The decision is complicated by the fact that the

hotel is located in world-renowned Banff National Park,

an environmentally sensitive area administered by the

Canadian government. Growing public concern over

development in national parks implies that an overly

ambitious expansion plan is likely to be rejected, yet this

may be the hotel's last chance to add significant capacity

for the long-term. The case demonstrates the role of

social and political forces in business decisions, while

underscoring the interdependency of target market,

positioning and marketing mix decisions.

Discipline: Marketing

Issues: Sustainable Development; Tourism; Market

Analysis; Marketing Management

Industry: Hotels, Rooming Houses, Camps



Length: 24 pages

9B03D012

INDIAN OIL CORPORATION LIMITED - THE

MATHURA REFINERYP. Fraser Johnson; Robert Klassen; Manish Kumar

Teaching Note: 8B03D12


Revised: 3/16/2005

In March 2002, the general manager of Mathura Refinery

had to respond to new national legislation that mandated

the production of new cleaner-burning fuels. While these

fuels would reduce vehicular emissions in the country,

there was the possibility of increased local emissions

from the refinery from the new processes used to

produce these fuels. Effluent and oily sludge emissions

also demanded management attention. The general

manager recognized that Mathura Refinery had unique

constraints because of it close proximity to the Taj

Mahal. Any future expansion of the refinery's capacity

would be contingent on its ability to reduce sulfur dioxide

emissions and address public expectations.

Discipline: International; Production and Operations

Management

Issues: Pollution; Manufacturing Strategy; Government

Regulation; Environment

Industry: Petroleum Refining & Related Industries



Length: 23 pages

9B02M048

ETHYL CORPORATION OF VIRGINIA: THE MMT

BATTLE IN CANADA (A)Tony S. Frost; Gerry Keim; David T.A. Wesley

Teaching Note:


When its main products, gasoline lead additives, were

banned in most developed countries, a U.S. company

introduced an environmentally friendly, octane-boosting

gasoline additive, methylcyclopentadienyl manganese

tricarbonyl (MMT). The product was approved for use in

Canada, but not sanctioned for use in Europe or the

United States, due to health concerns. In response to

public concerns about environmental hazards, the

Canadian government introduced legislation that would

ban both the import and transport of manganese-based

substances, including MMT. Faced with the possibility of

losing both its current Canadian market and the

possibility of trade in other countries, the company

considers a political strategy. Supplement to this case is

Ethyl Corporation of Virginia: The MMT Battle in Canada

(B), product number 9B02M049.


Issues: Trade Agreements; Political Environment;

Politics; Government Regulation




Length: 6 pages

9B02M040

MODINE MANUFACTURINGHenry W. Lane; Gloria Barczak; Edward F. McDonough;

David T.A. Wesley



Modine Manufacturing operates primarily in a single

product category consisting of the manufacture and sale

of heat transfer equipment. A major customer announced

the cancellation of an agreement with Modine to develop

a key engine component, which was needed by

automotive companies in order to make their engines

comply with new emissions guidelines set to take effect

in several years. However, the expectation that the

government would relax emissions guidelines was

believed to have led to the cancellation of the project.

Would other customers do the same? Considerable

resources were spent on this project, causing projects

that would be handled by the new product development

area to be developed outside of this unit. The

vice-president of technical services must analyse the

company's new product strategy to determine its

effectiveness in developing new products and what

model the company should use for product development.


Issues: Automotive; Organizational Structure; Program

Design/Implementation; Product Design/Development




Length: 22 pages



9B02M005

CLEAN HARBORSDaniel McCarthy; David T.A. Wesley



Clean Harbors Inc. is a successful environmental

services company. The introduction of environmental

legislation in the late 1970s brought with it annual growth

in the environmental remediation industry that

approached 20 per cent as industrial companies

attempted to comply with the new regulations. During the

latter half of the 1980s, the company experienced growth

of 100 per cent per year. In the 1990s, however, waste

reduction and recycling left many large waste producers,

such as chemical companies, with excess treatment and

disposal capacity. Clean Harbor experienced severe

financial loss, despite efforts to control costs. Other

hazardous waste remediation firms experienced similar

declines. The president and chief executive officer is

reluctant to let go of the company that he built from

scratch, but some believe that selling is the only option.



Restructuring; Industry Analysis; Crisis Management


Setting: USA, Medium, 1996


Length: 11 pages

9B01M071

GLOBAL WARMING AND THE KYOTO

PROTOCOL: IMPLICATIONS FOR BUSINESSDavid W. Conklin; Darcy Jones; Alan Davenport



The costs of global warming are enormous. The increase

in concentration of greenhouse gases, as a result of

growth in industrial activities worldwide, is directly related

to the increased frequency of natural disasters. United

Nations has estimated that the effects of global warming

(namely natural disasters, loss of land due to rising sea

levels and damages to fishing stocks, agriculture and

water supplies) could cost over US$300 billion annually.

The Kyoto Protocol is an international agreement setting

out legally-binding levels of greenhouse gas emissions

for 160 participating nations. The signatory nations

approved the principles of the treaty, leaving the

operation and enforcement details to be determined.

While the intent of the protocol, to reduce worldwide

greenhouse gas emissions to the benefit of all countries,

is honorable, the impacts of the Kyoto Protocol are

difficult to predict and will affect its stakeholder groups

(the insurance industry, developed and developing

nations, signatory and non-signatory countries, existing

and potential industries) differently. Implementation

issues, alternate approaches, the challenges of global

environmental problems and possible solutions are

discussed. The response of governments and

businesses to global environmental issues, in general,

and to the Kyoto Protocol, in particular, will determine the

strengths and weaknesses of this global initiative.


Issues: Globalization; Sustainable Development;

Business Policy

Setting: Global, 2001


Length: 23 pages

9B01B022

GROW GREEN PROGRAMElizabeth M.A. Grasby; Melissa Jean



Revised: 4/27/2006

The president of Try Recycling & Aggregates, a company

which recycled materials not acceptable at garbage

landfill sites, has to decide whether the company should

sell its products through a new fundraising initiative - the

Grow Green Program. This program would involve

approaching organizations taking part in fundraising

activities to determine if they would be interested in

selling the company's gardening products in order to

raise funds for their organizations. He had determined

which products would be sold, but must determine which

fundraising organizations to target and how to promote

his idea.

Discipline: Accounting

Issues: Consumer Analysis; Management Accounting;

Contribution Analysis; Break-Even Analysis

Industry: Bldg. Materials, Hardware, Garden Supply



Length: 7 pages

9A99M040

MONSANTO AND THE GLOBAL WATER

TREATMENT INDUSTRYMary M. Crossan; Dusya Vera



Revised: 7/17/2000

Monsanto, a biotechnology giant highly committed to

sustainable development efforts, needs to assess the

attractiveness of the drinking water treatment industry

before deciding its entry to it. Four dimensions of the

global water treatment industry are described: types of

products and services, applications, end-users and

geographical markets. The drinking water treatment

segment, which is classified into municipal drinking water

treatment and residential drinking water treatment, is

examined in depth. Players in these two categories

produce the chemicals and equipment necessary to

purify tap water supplied to consumers and residential

water purification devices. The bottled water industry is

considered a substitute of the drinking water treatment

segment. The primary objective of the case is to answer

the question "Is the industry attractive?" and to introduce

students to industry analysis and industry segmentation.


Issues: Environmental Business Management; Industry



Analysis




Length: 21 pages

9A99M028

TROJAN TECHNOLOGIES INC: THE CHINA

OPPORTUNITYPratima Bansal; Paul W. Beamish; Ruihua Jiang



Revised: 7/21/2008

The senior market associate of Trojan Technologies

reflected on the water shortages anticipated in

developing countries created by their explosive economic

growth. Trojan sold water disinfecting equipment, and the

senior market associate's job was to find new areas for

growth. China was particularly intriguing because it had

as much water as Canada, but 40 times the population,

and its economic boom would further stress current

water resources. Trojan had set growth hurdles of 30 per

cent per year, and it needed new markets to reach that

objective. The task in new market development was to

determine if Trojan should enter China, and if so, when,

where and how. The associate knew little of China: how

decisions were made for water disinfecting equipment,

whether Trojan's patents would be protected, and what

level of resources would be required. The vice-president

of new business development wanted to see

recommendations within the month.

AWARD WINNING CASE - This case is second place

winner of the MDC of Hong Kong Case Writer of the

Year Award.


Issues: Strategic Planning; International Business;

Environment




Length: 16 pages

9A98B012

NORTHERN MINES LIMITED (A)Claude P. Lanfranconi; Brad Chapman; Virginia Webster

Teaching Note: 8A98B12


Revised: 9/30/2002

A leading Canadian mining company had recently closed

two uranium mines and begun the lengthy and complex

regulatory process to obtain approval of their clean-up

plans for the mine, surface facilities and waste

management areas. The accounting issues in the case

focus on the uncertainty associated with the approval of

a specific waste management method, upon which the

company had based its provisions for clean-up costs,

and the potential cost associated with alternative waste

management methods that had been investigated by an

independent consultant. If forced to adopt one of the

alternative methods, a potential cost and liability of $300

million could result. In the audit committee meeting a

concern is raised about the potential existence of a

contingent liability. The decision faced by the audit

committee is whether to investigate the situation, and if

so, its role and how to proceed. (Two sequels to this

case, titled Northern Mines Limited (B), case 9A98B013

and Northern Mines Limited (C), case 9A98B014

describe the audit committee's investigation and

recommendations.)


Issues: Board of Directors; Financial Reports/Disclosure;

Corporate Governance; Liabilities




Length: 9 pages

9A98B013

NORTHERN MINES LIMITED (B)Claude P. Lanfranconi; Virginia Webster



Revised: 9/30/2002





management areas. Northern Mines (B) summarizes the

investigation that was carried out by the audit committee,

and the information that is gathered from the auditors

and management about the regulatory process for

decommissioning and the company's proposed clean-up

methods. Now the audit committee members must

decide if a contingent liability exists, and if so, what to

recommend to the board about disclosure. (This is a

sequel to Northern Mines Limited (A), case 9A98B012.)


Issues: Corporate Governance; Liabilities; Financial

Reports/Disclosure; Board of Directors




Length: 12 pages

9A98B014

NORTHERN MINES LIMITED (C)Claude P. Lanfranconi; Virginia Webster



Revised: 9/30/2002





management areas. Northern Mines (C) describes what

recommendation the audit committee made and the

events that occurred in the following year. (This is a

sequel to Northern Mines Limited (A) and Northern Mines

Limited (B), case numbers 9A98B012 and 9A98B013.)


Issues: Corporate Governance; Liabilities; Financial

Reports/Disclosure; Board of Directors






Length: 4 pages

9A98H001

NOTE ON THE POLLUTION PROBLEM IN THE

MEXICO-U.S. BORDER REGIONTony S. Frost; Daniel D. Campbell; David Eaton


Revised: 2/18/1999

The Mexico-U.S. border environmental situation is

outlined in this note which provides background

information on the region. The nature and extent of the

pollution problem and a brief overview of the current

system of environmental regulation and enforcement in

Mexico and under the North American Free Trade

Agreement is also reviewed. The note also provides two

"caselets" of companies operating in the border region.

The principle objective of this note is to familiarize

students with some of the major debates surrounding the

relationship between globalization (expansion of

international trade and investment) and the natural

environment. It offers the chance for students to learn

about the Mexican-U.S. border situation and to consider

both the causes of and possible solutions to the serious

and complex pollution problem in the region.


Issues: Globalization; Trade; Pollution; Environment

Setting: Mexico, 1997


Length: 17 pages

9A96D001

NAVISTAR: ENVIRONMENTAL MANAGEMENT

(A)Robert Klassen; P. Fraser Johnson

Teaching Note: 8A96D01


Revised: 12/2/2002

The environmental coordinator at the Chatham Assembly

Plant of Navistar International Corporation, must develop

a total waste management program which addresses

both corporate waste reduction objectives and regulatory

requirements. At the time of the case, a plant-wide waste

audit had just been completed by an outside contractor

in response to the introduction of provincial legislation,

referred to as 3R Regulations. The environmental

coordinator must assess the competitive implications of

different alternatives, design the program, decide which

materials will be recycled, identify who will be involved in

implementation, and take into account the reaction of

different stakeholder groups. (A sequel to this case titled

Navistar: Environmental Management (B), case

9A96D002, is available.)


Issues: Pollution; Operations Management;

Manufacturing; Environment




Length: 15 pages

9A96D002

NAVISTAR: ENVIRONMENTAL MANAGEMENT

(B)Robert Klassen; P. Fraser Johnson

Teaching Note: 8A96D02


Revised: 11/13/2002

The environmental coordinator at the Chatham Assembly

Plant of Navistar International Corporation must

implement a total waste management program. This is

the second in a two case series bearing the same name.

At the time of the case, he had just received approval

from plant management to proceed with his

recommendation to use a plant-wide program that

captures all recyclable materials. In addition,

Browning-Ferris Industries (BFI) has been selected as

the waste management service provider for part of the

program. Successful implementation now requires

support from the unionized, hourly work force, further

development of the relationship with BFI, and systems to

reinforce long term performance.


Issues: Pollution; Operations Management;

Manufacturing; Environment




Length: 2 pages

9A94H005

AWC INC.: THE VENTILATION DILEMMADonald J. Lecraw; David Ager; Wayne MacLeod; Alan W.

Andron


Revised: 7/30/2002

Alex MacDonald, president and owner of AWC Inc., a

southwestern Ontario aluminum fabrication operation, is

confronted with a decision of whether to install ventilation

equipment that will negatively affect the financial

performance of the company, possibly forcing the

company out of business. His alternative is to ignore

environmental regulations and risk being charged by

government authorities for contravening the law. This

case provides the opportunity to discuss several

environmental forces that impact business decision

making.


Issues: Environmental Change; Working Conditions;

Environment; Ethical Issues

Industry: Primary Metal Industries



Length: 14 pages



9A93G001

HYDRO-QUEBEC AND THE GREAT WHALE

PROJECTAllen Morrison; Detlev Nitsch

Teaching Note: 8A93G01


Revised: 12/16/2002

Senior management of Hydro-Quebec were faced with

the problem of how to avoid the possible cancellation of

its multibillion dollar hydroelectric development project

due to highly publicized opposition from aboriginal rights

groups and environmental activists. This opposition was

jeopardizing a major export contract by the New York

Power Authority. Hydro-Quebec's financial performance,

in particular its ability to continue servicing its large U.S.

-denominated debt, was an important factor in the

economic health and potential sovereignty of the

Province of Quebec. The focus on stakeholder analysis

is an excellent review of the complexity of

decision-making in a highly volatile setting.


Issues: Political Environment; Public Relations;

Environment; International Business




Length: 18 pages

9A91A018

SUNLIGHT LAUNDRY DETERGENTJohn S. Hulland; Patricia Sullivan

Teaching Note: 8A91A18


Revised: 1/22/2004

The brand manager for Sunlight Powder laundry

detergent, must decide how to respond to the

introduction by Loblaws' of a new "green" laundry

detergent product. He is considering several alternatives,

and must carefully consider the pros and cons

associated with each approach, as well as the economic

impact on his company's sales and the effect of

increased consumer awareness of environmental issues.

This case may be used to introduce positioning

decisions, in a product policy module, or in a marketing

strategy module.


Issues: Market Strategy; Product Strategy; Product

Management; Environment

Industry: Paper and Allied Products



Length: 16 pages

9A91A017

TETRA PAK INC.John S. Hulland; Jennifer McNaughton; Fred Chan

Teaching Note:


Revised: 3/8/2002

Tetra Pak Inc.'s Environmental Steering Committee

members review the company's communications

campaign during the previous fall and must decide what

changes Tetra Pak should make to make the campaign

even more effective. Tetra Pak is a wholly-owned

subsidiary of Swiss-based Tetra Pak Rausing SA. For a

long time, the parent company had felt no need to

actively pursue the possibility of recycling its drink boxes,

mainly due to the fact that incineration for energy

recovery was a widely accepted method of solid waste

disposal in Europe. However, operating in Canada, Tetra

Pak felt strong pressures to respond to environmental

concerns over incineration and landfill site capacity

problems.


Issues: Public Relations; Product Management;

Environment; Corporate Responsibility




Length: 17 pages

9A91M005

TRANSALTA UTILITIES CORP.Rod E. White; Adam Twarog; John McCready



Revised: 5/10/2002

As they approached their strategic session, TransAlta's

senior executives confronted a changing business

environment. The company's goal had always been to

provide reliable electric service to their customers at the

lowest possible cost. Now a new variable was entering

the picture: the environment and the question of

sustainable development. The release of the report of

the World Commission on Environment and

Development, chaired by Harlem Brundtland, gave

credibility to the concept of sustainable development and

has elevated environmental issues on the international

agenda. How would this impact the company's business

strategy and competitive advantage?


Issues: Natural Resources; Environment; Corporate

Strategy; Corporate Responsibility




Length: 17 pages



9A90A006

PROCTER & GAMBLE INC.: DOWNY

ENVIRO-PAKAdrian B. Ryans; Janet Lahey; Chris Lane

Teaching Note: 8A90A06


Revised: 11/21/2003

In early 1989, with growing concern among Canadians

about the impending solid waste problem, Grad Schnurr,

the brand manager for Downy fabric softener, was

considering the launch of a more environmentally friendly

form of packaging. These "Enviro-Paks" would reduce

the amount of plastic used in a standard 3L package by

85%, resulting in a 15% saving in total manufacturing

costs. Although a similar type of packaging had already

been introduced in Europe, the Enviro-Paks would be the

first of their kind in North America. Because of this, Grad

Schnurr faced many strategic issues and had to make

decisions relating to the pricing, promotion and national

launch of the paks.


Issues: Pricing; Marketing Management; New Products;

Environment




Length: 11 pages


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Anti-Corruption (Principle 10)

9B08M079

LEE AND LI, ATTORNEYS-AT-LAW AND THE

EMBEZZLEMENT OF NT$3 BILLION BY EDDIE

LIU (A)Yeong-Yuh Chiang; W. Glenn Rowe



Dr. C.V. Chen received news that one of Lee and Li’s

senior assistants had found a loophole in a power of

attorney from one of the firm’s clients, SanDisk

Corporation (SanDisk), that had allowed him to illegally

sell the client’s shares in a Taiwanese company and to

sneak out of Taiwan with over NT$3 billion.

Unfortunately, Lee and Li had no insurance to cover this

embezzlement. Chen knew that the three senior

partners needed to develop a plan of action to save the

law firm, take care of the lawyers and other employees,

maintain the reputation of the firm within Taiwan and

abroad intact, do what was best for SanDisk and Lee and

Li, and keep the more than 12,000 clients from deserting

the firm.


Issues: Decision Making; Crisis and Change;

Professional Firms; Management of Professionals;

Leadership; Ethical Issues; Crisis Management;

Accountability


Setting: Taiwan, Medium, 2003


Length: 9 pages

9B08M080

LEE AND LI, ATTORNEYS-AT-LAW AND THE

EMBEZZLEMENT OF NT$3 BILLION BY EDDIE

LIU (B)Yeong-Yuh Chiang; W. Glenn Rowe



Revised: 11/12/2008

Dr. C.V. Chen learned that one of Lee and Li’s senior

legal assistants had illegally sold a client’s shares in a

Taiwanese company and sneaked out of Taiwan with

over NT$3 billion. Lee and Li took several actions to

minimize the impact of the situation on the firm, its clients

and its employees. Now Chen began to review the

events and the actions taken. Although he knew that the

worst was behind, he also knew that a great deal of work

needed to be done in order to ensure the reputation of

the firm would remain intact in the future.


Issues: Crisis and Change; Decision Making;

Professional Firms; Management of Professionals;

Leadership; Ethical Issues; Crisis Management;

Accountability


Setting: Taiwan, Medium, 2003


Length: 5 pages

9B08M068

CRESCENT STANDARD INVESTMENT BANK

LIMITED - GOVERNANCE FAILUREMuntazar Bashir Ahmed



The Crescent Standard Investment Bank Limited

(CSIBL) was the largest investment bank quoted on all

the stock exchanges in Pakistan, so when it declared a

huge loss of Rs2.1 billion (US$35.5 million) for the year

December 31, 2005 the market was taken by surprise.

There had been some rumours that all was not well and

that the investment banking regulator, Securities and

Exchange Commission of Pakistan (SECP), had sent a

team to investigate the affairs of the bank. Since the

main shareholders were individuals or companies of the

well-known business group known as the Crescent

Group, there was enormous interest in the CSIBL affairs

by financial and political circles as well.

The case describes the various types of entities that

were merged to form the CSIBL, principally to protect the

stakeholders by creating an entity with a large

capitalization. The bank had reported in its annual

reports that all the internal control mechanisms for good

governance stipulated by the SECP were in place and

the auditors (internal and external) had reported that

these were satisfactory. Yet, when subjected to an

investigation, it was revealed that the internal

management was involved in a variety of acts of

misrepresentation and concealment.

The case focuses on the weaknesses in the structure of

the corporate governance regime in Pakistan. The fact

remains that no amount of internal or external checks

can stop the internal management from colluding to

perpetuate a fraud.


Issues: Corporate Governance; Corporate

Responsibility; Ethical Issues; Financial Management

Industry: Banking

Setting: Pakistan, Large, 2006


Length: 25 pages



9B08M038

PHIL CHAN (A)Paul W. Beamish; Jean-Louis Schaan



The case deals with a scam that has been run out of

Nigeria since 1990. In it, foreign companies are

approached for their assistance in facilitating an

international transfer of funds in order to receive a very

large but unearned commission. In the case, a Hong

Kong-based manager who is travelling to Nigeria is

unaware that he is walking into a situation where his

company is about to be cheated. The objective of the

case is to raise the issue of ethics in the conduct of

international business. A follow-up case (9B08M039) is

available.


Issues: Ethical Issues; Human Behaviour; Negotiation;

Personal Values


Setting: Hong Kong;Nigeria, Small, 2008


Length: 8 pages

9B08M039

PHIL CHAN (B)Paul W. Beamish; Jean-Louis Schaan



En route to Nigeria the decision maker learns that he is

walking into a scam and must decide whether to show up

for the scheduled meetings or to return home

immediately. The case illustrates ways of being drawn

into unethical situations, and the severe implications for

both the individual and organization if they do participate.

This (B) case can be distributed part way through the

class (with undergraduates) or at the same time as the

(A) case(9B08M038) with more experienced students.


Issues: Crisis Management; Ethical Issues; Job

Assignments; Personal Values


Setting: Hong Kong;Nigeria, Small, 2008


Length: 4 pages

9B08M023

ROBERT'S CENTER OF PERFORMING ARTSJames A. Erskine; Felix Gernburd



Robert’s Center of Performing Arts (RCPA), founded and

owned by Robert Gernburd, was a music school. In

addition to individual instrument lessons and group

lessons in music theory and music history, the RCPA

sold second-hand pianos. It was difficult to find a

supplier of used pianos but after a great deal of

research, Gernburd found a supplier in Japan. Recently,

an invoice containing supplier information had been

temporarily misplaced. Since then, Gernburd had

learned that his in-house piano tuner had been selling

pianos without his knowledge. Gernburd was unsure

how to proceed.


Issues: Conflict Resolution; Small Business;

Management of Professionals; Ethical Issues



Difficulty: 3 - Undergraduate

Length: 8 pages

9B07C042

MEDICAL EQUIPMENT INC. IN SAUDI ARABIAJoerg Dietz; Ankur Grover; Laura Guerrero



A recently hired U.S.-trained sales account manager at

Medical Equipment Inc. (Medical Equipment) returned to

his office after meeting with the head of the cardiology

department at a specialist hospital and research center

in Jeddah, Saudi Arabia. He had worked very hard to

secure his first sale of US$725,000 for healthcare

equipment, but was disheartened when the head of

cardiology told him that the hospital's purchasing director

intended to give the order to Medical Equipment's main

competitor. The competition's sales representative and

the purchasing director had known each other for 10

years and the head cardiologist implied that there might

be side payments involved. The sales account manager

knew Medical Equipment's product was superior and

wondered how he could secure the order without having

a history with the purchasing director or without engaging

in practices he found ethically questionable.

Discipline: Human Resource Management;

International; Marketing

Issues: Ethical Issues; International Business;

Intercultural Relations; Sales Management


Setting: Saudi Arabia, Large, 2004


Length: 14 pages



9B07M076

FLEX INDUSTRIES LIMITEDMohammed Akbar; Anurag Mishra



On November 8, 2001, the entrepreneurial owner of Flex

Industries, a leading Indian firm in the flexible packaging

industry, was accused of bribing the central excise

commissioner in a case of evasion of excise duties.

Excise duty is levied under the federal structure of the

Indian taxation system on the production and

manufacture of goods. Excise duty liability arises

immediately on the movement of goods from the plant

gate. Evasion of excise duty is a cognizable offence and

carries severe penalties that can adversely affect the

management of the company. The owner of Flex

Industries, was an experienced professional recognized

for his important contribution in revolutionizing the

flexible packaging industry in India. However, the

incident dented his long-standing record. Meanwhile,

other controversies surfaced while the case was under

disposition in the courts. The ensuing period gave an

impression that there were other suspect events related

to its governance that Flex Industries could have done

without. However, the final verdict announced by the

courts found the owner not guilty. The events were

significant in the evolution of Flex Industries, which was

strongly positioned in the flexible packaging industry.

However, the market reaction to the news of the arrest of

Flex Industries’ owner was very different from the news

of his exoneration. This case demonstrates the impact of

market disciplining forces and the premium stockholder’s

place on good governance.





Length: 14 pages

9B07M037

MALAWI BUSINESS ACTION AGAINST

CORRUPTIONOonagh Fitzgerald; James Ng'ombe



The founding executive director of the African Institute for

Corporate Citizenship (AICC), felt very tense as he typed

the last revisions to the speech he would be giving to a

Llongwe merchants’ association later in the week. He

really enjoyed proudly describing his initiative, “Business

Action Against Corruption,” and the Business Code of

Conduct for Combating Corruption in Malawi, to potential

new partners. However, the founding executive director

was beginning to feel concerned about its slow pace of

adoption. He was particularly worried about how to

manage the delicate relationship with the government.


International

Issues: Globalization; Political Environment;

Procurement; Negotiation; Ethical Issues; Corporate

Responsibility

Setting: Sub Saharian Africa Malawi, 2006


Length: 18 pages

9B06M089

A FEW TIPS ABOUT CORRUPTION IN THE U.S.Andrew Delios



This case presents the situation faced by three people in

the United States as they exit a restaurant in California.

They are discussing whether tipping is a form of private

sector corruption, similar to public sector corruption that

pervades many countries worldwide. Discussion ensues

on what constitutes corruption, and whether private and

public sector corruption are required and ethical

business practices.


Issues: Political Environment; International Business;

Internationalization; Ethical Issues

Industry: Textile Mill Products

Setting: United States/China/India/Indonesia/Singapore,

2006


Length: 7 pages

9B06M021

ROYAL DUTCH SHELL IN NIGERIA:

OPERATING IN A FRAGILE STATEIsaiah A. Litvak



Stuck in a quagmire of violence and political issues in

Nigeria, Royal Dutch Shell's challenge was to establish

socially responsible business practices to enable the

company to sustain and expand its operations in Nigeria

and the Niger Delta in particular. A conflict resolution and

public policy consultant was brought in to develop some

constructive ideas on how best to address the problems

Royal Dutch Shell faced in Nigeria. This case is intended

to introduce students to some of the complex issues

faced by multinational corporations in developing

countries.


Issues: Corporate Governance; Conflict Resolution;

Pressure Groups; Corporate Responsibility


Setting: Nigeria, Large, 2005


Length: 22 pages



9B05C036

STATOIL IRANHenry W. Lane; David T.A. Wesley



Less than one year after being awarded a contract to

develop one of the world's largest offshore petroleum

fields, Statoil's future in Iran appeared to be in jeopardy.

Statoil was at the center of a corruption investigation that

had resulted in the resignations of three of the

company's top executives, including its CEO. The issue

was alleged bribes paid by Horton Investments, on

Statoil's behest, to secure lucrative petroleum

development contracts. According to the Iranian

government,Statoil used Horton to channel $15 million in

secret bribes to unnamed government officials. Statoil's

country manager, who had considerable experience in

the region and was unaware of the secret deals, is left

with the difficult task of trying to salvage the operation

and rebuild the social capital he had established

between Statoil and its Iranian counterparts.


Issues: International Management; Management

Behaviour; Ethical Issues; Energy


Setting: Iran/Norway, Medium, 2004


Length: 4 pages

9B05M029

GONCHAR INVESTMENT BANKPaul W. Beamish; Jonathan Royce



A recent MBA graduate is working as vice-president

equity sales for an investment bank in the Ukraine. The

firm's managing director has requested a

recommendation regarding whether they should start

investing in Ukrainian equities on their own account, or

retain their practice of acting purely as an agent - buying

and selling shares for clients without taking any

ownership position.


Issues: Emerging Markets; Investment Dealers; Tradeoff

Analysis; Stock Issues

Industry: Security and Commodity Brokers, Dealers

Setting: Ukraine, Small, 2004


Length: 11 pages

9B04C001

ENRON - WHAT WENT WRONG?Bert Spector



Enron enjoyed a reputation as one of the best managed

and highest performing companies of the "new

economy." In addition to the popular press, a number of

leading academics joined in the parade of admirers.

Author Gary Hamel featured Enron as one of the leading

revolutionaries in his popular book on radical innovation.

Another article cited the company's "remarkable" ability

to embrace uncertainty in a highly dynamic competitive

environment. Chief Executive Officer Jeffrey Skilling

recognized that in order to support the evolution from

asset-heavy energy provider to a knowledge-dependent

trading company, they would have to align Enron's

human resources management policies and practices

with their strategy.


Issues: Human Resources Management; Accounting

Principles; Ethical Issues; Energy

Industry: Wholesale Trade - Non-Durable Goods



Length: 17 pages

9B04M012

LARSON IN NIGERIA (REVISED)Paul W. Beamish; Isaiah A. Litvak; Harry Cheung



The vice-president of international operations must

decide whether to continue to operate or abandon the

company's Nigerian joint venture. Although the expatriate

general manager of the Nigerian operation has delivered

a very pessimistic report, Larson's own hunch was to

stay in that country. Maintaining the operation was

complicated by problems in staffing, complying with a

promise to increase the share of local ownership, a joint

venture partner with divergent views, and increasing

costs of doing business in Nigeria. If Larson decides to

maintain the existing operation, the issues of increasing

local equity participation (i.e. coping with indigenization)

and staffing problems (especially in terms of the joint

venture general manager) have to be addressed.


Issues: Third World; Subsidiaries; Staffing; Government

Regulation


Setting: Africa, Large, 2003


Length: 8 pages



9B03C048

FROM GOOD COP TO BAD COPDavid Loree; Ken Mark



A senior officer at a large police department is preparing

to address a class of newly-graduated police officers.

Over the past five months, the nation's media has been

covering almost daily stories of alleged corruption

concerning police officers in the precinct. The coverage

intensified with the apparent suicide of one of the police

officers, an officer previously decorated for service and

bravery. In preparing his address to the graduates, the

senior officer wondered what had gone so terribly wrong

in the precinct and more importantly, what could have

been done to prevent it.


Issues: Human Resources Management; Human

Behaviour; Corporate Culture; Personal Values




Length: 12 pages

9B01B013

KOMANDOR SA (A)David J. Sharp; Karen Bong



Komandor SA is a subsidiary of a Polish holding

company that manufactures sliding doors and closet

organizer systems. The company president and his

Canadian counterpart must decide on a transfer pricing

policy for consulting services and associated

components shipped between the two countries. Polish

tax regulations seem unclear and arbitrary and the tax

auditor has disallowed the consulting fees. The two

presidents must decide whether allocating the consulting

fee to product overhead will solve the problem.

Discipline: Accounting; International

Issues: International Accounting; International Trade;

Transfer Pricing; Ethical Issues

Industry: Furniture and Fixtures

Setting: Poland, Medium, 1999


Length: 10 pages

9B01B014

KOMANDOR SA (B)David J. Sharp; Karen Bong



This is a supplement to Komandor SA (A) (product

9B01B013). The Polish and Canadian division presidents

had reviewed their transfer pricing policy for consulting

services and components shipped by Canada to Poland.

Having allocated the consulting fee to overhead cost,

they have to deal with several consequences that have

arisen.

Discipline: Accounting; International

Issues: International Accounting; International Trade;

Transfer Pricing; Ethical Issues

Industry: Furniture and Fixtures

Setting: Poland, Medium, 2001


Length: 7 pages

9B01C029

NES CHINA: BUSINESS ETHICS (A)Joerg Dietz; Xin Zhang



Revised: 8/30/2002

NES is one of Germany's largest industrial

manufacturing groups. The company wants to set up a

holding company to facilitate its manufacturing activities

in China. They have authorized representatives in their

Beijing office to draw up the holding company application

and to negotiate with the Chinese government for terms

of this agreement. In order to maximize their chances of

having their application accepted, the NES team in

Beijing hires a government affairs co-ordinator who is a

native Chinese and whose professional background has

familiarized her with Chinese ways of doing business.

NES's government affairs co-ordinator finds herself in a

difficult position when she proposes that gifts should be

given to government officials in order to establish a

working relationship that will better NES's chance of

having its application approved. This method of doing

business is quite common in China. The other members

of the NES team are shocked at what would be

considered bribery and a criminal offence in their

country. The co-ordinator must find a practical way to

bridge the gap between working within accepted

business practices in China and respecting her

employers' code of business ethics. The complementary

(B) case (9B01C030) gives a brief summary of the

eventual solution to this problem.



Behaviour; International Business; Ethical Issues




Length: 11 pages



9B01C030

NES CHINA: BUSINESS ETHICS (B)Joerg Dietz; Xin Zhang



Revised: 8/30/2002

This supplement to NES China: Business Ethics (A)

(product 9B01C029) provides a brief summary of the

eventual solution to this problem.



Behaviour; International Business; Ethical Issues




Length: 1 pages

9A97G003

SIAM CANADIAN FOODS CO. LTD.John R. Kennedy; Tony S. Frost; Tom Gleave

Teaching Note: 8A97G03


Revised: 10/17/2002

The managing director and founder of Bangkok-based

Siam Canadian Foods Co., Ltd., was considering the

emerging business opportunities in neighboring Burma

(also known as Myanmar). Although relatively

undeveloped compared to the rest of Southeast Asia,

Burma had been experiencing increasing levels of

foreign investment activity in recent years. Siam, who

had considered entering Burma in the past but declined,

needed to determine if the time was now appropriate for

the company to enter the market.


International

Issues: Ethical Issues


Setting: Thailand, Small, 1996


Length: 15 pages

9A93D028

CRUICKSHANK, GARTH & ROMANOJohn S. Haywood-Farmer; Daniel Sinclair


Revised: 6/24/2002

Richard Romano, a principal of a small real estate

appraisal firm, faced an interesting ethical dilemma. A

client had just stated that if the firm did not increase its

appraised value of the client's commercial property by

$4.5 million (15%), he would take his business

elsewhere. Potentially, the client had a large volume of

business which the young appraisal firm could certainly

use. Richard must consider the firm's economic health in

both the short and long terms, his personal values, and

the ethical guidelines of the Appraisal Institute of Canada

in making this decision.


Issues: Real Estate; Professional Firms; Negotiation;

Ethical Issues




Length: 13 pages

9A89C006

VALLEY FARMS INTERNATIONAL (A)Henry W. Lane; Don G. Simpson



Revised: 8/6/1999

Valley Farms International (VFI) describes some of the

problems and issues involved in selling and exporting

dairy cattle to a middle-east country. The decision that

John Roberts of VFI must make is whether or not to

employ the services of a "middleman" in that country, a

practice which is against the law of that country. This

case is the first in a series of cases bearing the same

name, cases 9A89C006 through 9A89C011.


Issues: Intercultural Relations; International Trade;

Ethical Issues; Exports

Industry: Agricultural Production - Livestock

Setting: Middle East, Medium, 1984


Length: 4 pages

9A89C007

VALLEY FARMS INTERNATIONAL (B)Henry W. Lane; Don G. Simpson



Revised: 8/6/1999

The partner describes some of the problems and issues

involved in selling and exporting dairy cattle to a

middle-east country. He must decide whether or not to

employ the services of a "middleman" in that country, a

practice which is against the law of that country. The

case describes John Roberts' decision on the issue in

the Valley Farms International (A) case. This is the

second in a series of cases bearing the same name,

cases 9A89C006 through 9A89C011.


Issues: International Trade; Intercultural Relations;





Length: 2 pages



9A89C008

VALLEY FARMS INTERNATIONAL (C)Henry W. Lane; Don G. Simpson



Revised: 8/6/1999

The partner continues to export cattle to a

middle-eastern country but must decide whether to give

in to the demands of an airline crew. They are

demanding a cash payment as "danger pay" in order to

take off with the load of cattle, however, this payment is

outside the terms of the contract. This case is the third in

a series of cases bearing the same name, cases

9A89C006 through 9A89C011.


Issues: Intercultural Relations; Transportation; Exports;

Ethical Issues




Length: 5 pages

9A89C009

VALLEY FARMS INTERNATIONAL (D)Henry W. Lane; Don G. Simpson



Revised: 8/6/1999

Valley Farms International continues to export cattle to a

middle-eastern country. This case describes some of the

issues and problems associated with negotiating the

contract, transportation and financing arrangements. The

decision facing John Roberts in this case is whether to

give in to the demands of an airline crew who are

demanding a cash payment as "danger pay" in order to

take off with the load of cattle. This payment is outside

the terms of the contract. This case describes John

Roberts' decision on the issue in Valley Farms

International (C), case 9A89C008. This is the fourth in a

series of cases bearing the same name, cases



Issues: Intercultural Relations; International Trade;

Exports; Ethical Issues




Length: 2 pages

9A89C010

VALLEY FARMS INTERNATIONAL (E)Henry W. Lane; Don G. Simpson



Revised: 8/6/1999

The partner continues to face and solve problems

regarding the transportation of exported cattle. The cattle

inspectors from the middle-eastern country have been

called home and the cattle are on a ship at sea. The

inspectors left, however, without signing all the

necessary documents, however, the partner has their

signatures on some blank forms. Should he use these in

order to collect on the letter of credit? This is the fifth

case in a series of cases bearing the same name, cases



Issues: Intercultural Relations; Transportation; Ethical

Issues; Exports




Length: 3 pages

9A89C011

VALLEY FARMS INTERNATIONAL (F)Henry W. Lane; Don G. Simpson



Revised: 8/6/1999

The partner continues to export cattle and to face and

solve problems regarding transportation. The cattle

inspectors from the middle-eastern country have been

called home and the cattle are on a ship at sea. The

inspectors left without signing all the necessary

documents, however, he has their signatures on some

blank forms. Should he use these in order to collect on

the letter of credit? The case describes John Roberts'

decision on the issue in Valley Farms International (E),

case 9A89C010. This is the sixth in a series of cases

bearing the same name, cases 9A89C006 through

9A89C011.


Issues: International Trade; Intercultural Relations;





Length: 2 pages


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Tel: (519) 661-3208 or (800) 649-6355

Fax: (519) 661-3882




Human Rights (Principles 1 and 2)

Documents

Transcript of Human Rights (Principles 1 and 2)